In a turnabout, Toyota has started taking jobs away
from robots -- and is giving them to humans.
Inside Toyota Motor Corp.'s oldest plant, there's a
corner where humans have taken over from robots in thwacking glowing lumps of
metal into crankshafts. This is Mitsuru Kawai's vision of the future.
The only way to improve processes and promote more
thinking about efficiency is to put people back in charge of making things. The
goal is to create a more efficient car production line.
This
Toyota’s latest strategy has two main
aspects. First, it wants to make sure that workers truly understand the
work they’re doing instead of feeding parts into machines and being helpless
when one breaks down. Second, it wants to figure out ways to make
processes higher quality and more efficient in the long run. The company worries that automation means it has too many average
workers and not enough craftsmen and masters.
“We need to become more solid and get back to basics,
to sharpen our manual skills and further develop them,” said Kawai, a half
century-long company veteran tapped by President Akio Toyoda to promote
craftsmanship at Toyota’s plants. “When I was a novice, experienced masters
used to be called gods, and they could make anything.”
Machines are great at doing things quickly and at low
cost. But people, especially ones with the experience of performing tasks
themselves, bring craftsmanship, insight into process design, and consistency
of quality. Toyota has found that the race to reduce the human element can end
up making processes less efficient.
Some of the experts around the Toyota Way, as the
company's famous production method is known, have taken note.
"In almost
every company you would visit, the workers' jobs are to feed parts into a
machine and call somebody for help when it breaks down."
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