LOUZEL M LINEJANMPA 1XAVIER UNIVERSITY – ATENEO DE CAGAYAN

Japan has become synonymous with the word “SUCCESS”

The overall economic growth has been called a “Japanese Miracle.”

Japan has offered limitless innovation and creativity From a war-torn country to a world leader in robotic and technological industry and even in the revolutionary instant noodles

0ther countries have implemented “The Look East Policy” in running corporations.

Japan had already developed a singularly rich, mature & integral culture of her own.

CULTURAL HERITAGE(Confucianism: 1800-1900)

Japan developed a highly educated & trained samurais who believed that moral character development is the essential purpose of education and whose mission was to serve the interest of their nation.

From this rich cultural basis the Japanese studied, digested, absorbed and assimilated Western cultures and systems without losing their cultural integrity and heritage.

Japanese were a group of people with a vision, completely committed and dedicated to risked their lives for the transformation of their nation

Japan business culture plays a large part to their success and adopting all those traits would be hard unless it becomes a policy within the organization.

1. Ethics

2. Hardworking

3. Harmony & Strong Bond

4. Honor

5. Company over family

6. Loyalty

7. Pride

8. Respect

9.Teamwork

10. Willingness / Zeal

Good traits of Japan’s Business Culture:

Human resource practices:

1. Lifetime employment

2. Seniority System

3. Emphasis on training & support

4. Consensus decision

1. Lifetime Employmenthuman resource tactic that was designed to maintain a firm internal labor market in response to labor scarcity.Lifetime employment is the practice of hiring an employee just after graduation & remains in employment of the company until retirement, usually at age 55-60. In times of economic recession, the core employees are retained and temporary workers are laid off. An individual hired for lifetime employment is developed as a valuable asset in the company.

2. Seniority Systemprovides protection for employees during economic downturn.

large part of an individual's value to the organization is based on developing general skills that can only be obtained through years of experience, employees need not feel threatened by efforts at change below them. Keeps subordinates mindful of the interests & wishes of their superiors & enhances loyalty & strong sense of mutual obligation

3. Training & Support

Japanese corporations spend big budgets for development and training.

Dates back to the culture of Confucianism – Samurais who completely committed, dedicated & risked their lives for the transformation of their nation One of the big investments is on training which is considered compensated through lifetime-employment system; makes it probable that a firm will develop long-range plans for training recruits.on-the-job training and job rotation to bring the raw recruits up to par.

4. Consensus Decision Making

employees are integrated into groups. The individual belongs to highly cohesive groups that protect the individual in return for unquestioning loyalty to the group.There is a strong belief in Japanese society that a “team” is better at problem solving than any individual. Grounded in a Japanese-oriented brand of group-think Corporate executives implements the decision as a result of meeting halfway with the middle managers and other employees.

Toyota has just become the world leading carmaker

The DNA of Toyota Lies in its culture

“PEOPLE are the HEART and SOUL of the TOYOTA WAY”

Organizational Culture - Each members to develop highest level of accountability & ownership, as such to understand that their fate is tied to that of the company.

Toyota is a unique blend of Japanese culture

THE TOYOTA WAY IS ABOUT CULTURE

Each person fulfilling his or Each person fulfilling his or her duties to utmost can her duties to utmost can generate great power when generate great power when gathered together, and a chain gathered together, and a chain of such power can generate a of such power can generate a ring of power.ring of power.

-Kiichiro ToyodaToyota Motor Company founder

4P MODEL

1. PHILOSOPHY

2. PROCESS

3. PEOPLE & PARTNERS

4. PROBLEM SOLVING

4P MODEL4P MODEL

4P MODEL

1. PHILOSOPHY

4P MODEL4P MODEL

"Think Global - Act Local" “Genchi Genbutsu” (getting

to the source & facts in solving problems)

Managers are not bosses, they are process improvers.

“Kaizen” (continuous improvement: hansei)

“Jishuken” (voluntary self study)

4P MODEL

2. PROCESS

4P MODEL4P MODEL

Quality (Process oriented rather than result oriented)

Collective yet competitive

Customer Service

Continuous Improvement through Training

4P MODEL

3. PEOPLE & PARTNERS

4P MODEL4P MODEL

Cultivate a culture - “Toyota Way” Respect for others

Toyota Sensei (Concept of YOKOTEN)

Collectivism & Teamwork

Dynamism

Integrity and Accountability

4P MODEL

4. PROBLEM SOLVING

4P MODEL4P MODEL

Toyota Sensei for “Jishuken”, “Kaizen” & “Genchi Genbutsu”

Toyota does not want the tallest nail to be pounded

Quest for Useful Employment Skills for Tomorrow (QUEST

4P MODEL

CORE VALUES (Humanistic Foundation)CORE VALUES (Humanistic Foundation)1. Excellence – having the highest standards in performance of tasks. Being the best in any situation and in any undertaking.

2. Accountability – employees take responsibility for what they say, decide and do; own up the mistakes they made rather than blame others; and ensures that their actions have a positive impact on each other. 3. Respect – upholding the dignity and uniqueness of each individual; being considerate, responsive, professional and sensitive to the needs of others, both within the organization and outside of the organization.

4P MODEL

CORE VALUES (Humanistic Foundation)CORE VALUES (Humanistic Foundation)4. Integrity – employees act in an ethical, honest, and professional manner in any endeavors.

5. Service / “Customer-Focus” – Toyota placed primordial importance to the people’s benefits and advantage.6. Teamwork – For Toyota, teamwork is a way of life. Unity fires the employees in striving to bring results through innovation, competence, and teamwork. 7. People Empowerment – In Toyota,

4P MODEL

CORE VALUES (Humanistic Foundation)CORE VALUES (Humanistic Foundation)8. Dynamism (Yearning for Improvement) – one of the most important lesson in Toyota is to develop a continuous improvement culture. Excellent leaders of Toyota are sincere in their desire to make a difference.9. Training –inflames energy, sense of purpose and forging a vision and charisma to bring about the company’s visions and goals.

10. Developing Leaders - Grow leaders and develop exceptional people and teams who thoroughly understand the work, live the philosophy and teach it to others.

References:References:

http://en.wikipedia.org/wiki/Tokyo_Stock_Exchangehttp://www.dig.bris.ac.uk/teaching/m_o_i/studen10.htmwww.toyota-industries.comwww.frahanblonde.comhttp://myfinancetimes.com/2008/06/19/contradictions-drive-toyota-forward www.toyota.co.jphttp://www/emsstrategies..comwww.davidm@emsstrategies.comhttp://www/informationarbitrage.com/2002/02/toyota_will_win.htmlwww.rob-thompson.netwww.63buckets.co.uk www.qualityhero.co.uk (six sigma)www.fastcompany.com/magazine/111/open_no-satisfaction.htmlhttp://www.via-visioninaction.org/viahttp://myfinancepage.files.wordpress.com/2008/06/toyota