日本丰田汽车公司员工1988年共提出165万件建议,其中95％即156万多件提案被采用。平均每人献计11件有余。这种集思广益的作法同时也在中层管理及其以上阶层推行。此事使我想到,报纸上介绍的国内某先进企业,职工在万人以上,一年内职工合理化建议仅千余件,采用的不足百件。对此还大肆张扬,据说,还是在有奖的前提下开展的。 In 1988, Toyota Motor Corporation employees in Japan submitted a total of 1.65 million recommendations, of which 95% or more of the 1.56 million proposals were adopted. On average, there are more than 11 gifts per person. This brainstorming approach is also implemented at the middle management level and above. This incident reminded me of a domestic advanced enterprise introduced in the newspapers, with more than 10,000 employees. The rationalization of employee suggestions within only one year was more than a thousand, and less than 100 were used. It also boasts of publicity. It is said that it was carried out under the premise of awards.