2. Self-Awareness, the Group, and Conformity
One of the most homogenous nations in the world
Strongly aware and proud of their country
High on fashion and technology
“Islander” mentality
Relationships take foremost priority, reflects in business too
Hard work is a given, not a exception
3. Japanese companies, like Japanese
society, are hierarchically organized with
individuals knowing their position within a
group and with regard to each other
4. Life time employment
Collective decision making
1] Ringi-sei - The circulation of consultative memorandums
around a company in order to achieve consensus.
2]Information flow from the bottom of the company to the top.
3]Most policies originate at the mid-level management
4]Top Management plays only a “supervisory” and
“encouraging” role.
Collective responsibility
Slow evaluation and promotion
Implicit control mechanisms
Non specialized career path
High self disciplined
Holistic concern for employee as a person
5. Centralized management control
Strong head office/subsidiary manager
interpersonal relations
Multiple locations
Business strategy
Single product focus
Minimize costs of production
Maintain consistently high quality output at all factories
through standardization of best work practices &
procedures
Diversify market segments, geographic markets, &
production location
6. Qualified senior management
Low costs of production
Quality control
Diversified & strong market positions in
established & growing markets
Good reputation – early leader in small motors
Good fit between organization structure &
competitive environment
7. Limited scope for continued expansion with
existing managerial capacity
Relative difficulty in transferring Japanese
management style across cultures
continued growth will be difficult; long term
problem is new competitors allowed to establish
themselves or if existing competitors were
allowed to grow in strength
8. Hatvany and Pucik (1981) offer a model of
Japanese management in which they define
three interrelated strategies:
The authors assert that these general
strategies are translated into specific
management techniques including
Job rotation and slow promotion;
Evaluation of attributes and behavior;
Emphasis on work groups;
Open communication;
Consultative decision making; and concern
for employee.
9. Fully satisfaction of customer’s needs
Achieve employee's fulfillment
Slow and careful way of implementing
Willingness to any activity if necessary
Zero-defect theory
o “Rom was not built in a day” approach
10. Belief: Japanese management system is so unique that it
cannot be easily transferred overseas because these
processes of management are culture bound
11. STRENGHTS:
- Closer relationships
- Non-competition
among employees
- Consensus decision
making
WEAKNESSES:
- Slow promotion
system
- High training costs
- No motivation
OPPORTUNITIES:
- Prefering personality
to education
- Challenge in time of
crisis
- Tom Bata’s rotating
system
THREATS:
- Scope of company
- Nature of work
- Cultural differences
12. High wages based on seniority (including
substantial bonuses)
Structured managerial career paths
Employment security (for regular employees)
Company-sponsored welfare systems (I.e.
subsidized housing, recreational facilities, etc.)
Wide involvement of middle management in
decision making
13. lean management is the development of the
problem solving capabilities of the entire
workforce allocating specific categories of
problems to each layer of the organization.
leader is less focused on problem
solving, high focus on building problem
solving muscle of the workforce
14. 1. Eliminate waste
2. Minimize inventory
3. Maximize flow
4. Pull production from customer demand
5. Meet customer requirements
6. Do it right the first time
7. Empower workers
8. Design for rapid changeover
9. Partner with suppliers
10. Create a culture of continuous improvement
(Kaizen)
15. The operations or production management
practices of Japans companies has some
specific characteristics quite different from
traditional or western management system.
Just in time system
Subcontracting
Quality control
Kaizen approach
16. an integrated set of activities designed to
achieve high-volume production using minimal
inventories of raw materials, finished goods &
work in process.
1]Management philosophy : …Nothing produce
until needed.
2] Encompasses the successful execution of all
production activities required from design to
delivery of products
3] Common sense based/simple techniques
17. Large companies, particularly in manufacturing
sector, rely heavily on a regular subcontracting system. To
secure punctual and regular supply of quality parts and
semi finished products from subcontractors at various
levels, large companies provide smaller ones with
technical, managerial and financial assistance in various
forms. This way, the large and small companies need not
compete and contract for every supply and purchase.
Mutual trust is the basis of their long-term transactions.
19. “T” TOTAL
• ALL FUNCTIONS / AREAS / DEPTTS.
• ALL ACTIVITIES
• ALL EMPLOYEES
• ALWAYS
• AT ALL PLACES
20. QUALITY DOES NOT MEAN MERELY QUALITY OF PRODUCT, SERVICE & WORK BUT
QUALITY OF A COMPANY
WHAT IS QUALITY OF A COMPANY ?
• CONSTANT AND CONTINUAL APPROPRIATE PROFIT GAIN
• EMPLOYEE SATISFACTION (INCLUDING SELF REALISATION)
• CUSTOMER SATISFACTION
• SHAREHOLDER SATISFACTION
• AFFILIATE COMPANY SATISFACTION, AND
• SOCIAL SATISFACTION
21. MEANS MANAGEMENT WHICH ACTUALLY
MEANS AN INTEGRATED AND CONTINUAL
ACTIVITY TO RAISE QUALITY OF A COMPANY
AT COMPANY-WIDE LEVEL.
22. TQM IS A COST EFFECTIVE SYSTEM FOR
INTEGRATING THE CONTINUOUS QUALITY
IMPROVEMENT EFFORTS OF PEOPLE AT ALL
LEVELS IN THE ORGANISATION TO DELIVER
PRODUCTS AND SERVICES WHICH ENSURE
CONSUMER SATISFACTION
23. Policy of constantly introducing small
incremental changes in a business in order
improve quality
It assumes that employees are the best
people to identify room for improvement as
they practically deals with operations
Small improvements needs less capital
investments
26. Corporate Social Responsibility (CSR) is a concept
which encourages organizations to consider the
interests of society by taking responsibility for the
impact of the organization's activities on
customers, employees, shareholders, communities
and the environment in all aspects of its operations.
This obligation is seen to extend beyond
the statutory obligation to comply with
legislation and sees organizations
voluntarily taking further steps to
improve the quality of life for employees
and their families as well as for the local
community and society at large
27. Belong to group
Team players
Substantial respect to
authority
Live to work
Loyal to Company
Collective responsibility
Paternity style
Monitoring by
employees
Slow decision making
Individual
Competitive
Minimal respect to
authority
Work to live
Loyal to Self
Individual responsibility
Directive style
Monitoring by managers
Quick decision making