Li Xiangming, the general manager, was sent to the Japanese company for training by the Ministry of Electrical and Mechanical Services. After returning to China, he wrote the article "The Sense of Vitality of Japanese Enterprises". This article published "Bearings", 1997, 1st, Electromechanical Daily, etc.
2013-1-10 pm 04:22:00
The dynamic view of the company Li Xiangming
I have conducted research and inspections at the world-renowned Japan Seiko Co., Ltd. In the meantime, we have not only visited the Saitama, the head office, the front bridge, the Fujisawa and other factories, the automotive bearing technology center, and Seiko's collaboration factories Tengtang, Dongbang Co., Ltd. and Isuzu Motor Co., Ltd., but also in the world to represent the world's automotive bearings. A new level of Seiko Co., Ltd.'s Shibu Plant was established for a six-week on-site training. I have a deeper understanding of all aspects of this world's bearing industry, Japan Seiko Co., Ltd. The company has only 991 employees, with an annual output of 100 million sets of automotive bearings, 50 billion yen output value, and the products of the Shibu factory in Japan 15 There is a 40% share in the automobile manufacturing plant. Through investigation, it is known that various Japanese companies have their own different characteristics and styles, goals and slogans, but there are many common experiences and management methods that are worthy of reference.
First, have a high-quality workforce united, researched and diligent
The consensus of Japanese business managers is that enterprises are dominated by people, and people are the foundation and key to the development of enterprises. Just as Japan’s post-war national policy to achieve “economic development”, Japanese companies attach great importance to the education and talent cultivation in order to win the competition. All major enterprises have training centers, professional education and modern education training courses at different levels and different types of work, to train all kinds of talents needed for enterprise development, and strive to enable managers and employees at all levels to creatively solve problems encountered by enterprises. Various complicated issues. For example, if employees are employed, they must undergo on-the-job training and assessment, and the promotion must be qualified for training and assessment. The purpose is to enable each employee to clarify the position and role of their respective positions in the enterprise, resulting in a difficult job, difficulty in promotion, and work. The hard-won feelings motivate the staff to cherish and love their jobs and seriously study their work.
Secondly, Japanese companies attach great importance to the establishment of the community consciousness of employees.
All enterprises generally implement a precise division of labor, stable and cooperative management system, which promotes each employee to develop at a high level in his or her work field, enhances mutual dependence and mutual cooperation among employees, and makes them consciously and loyal to the common The destiny, the common interests, like the "worker bees" for decades, work hard for the enterprise. The professional dedication of the staff to their own work, in-depth study and the pursuit of perfection is amazing. The manager sipped a refreshing drink for a plan, a problem or a product until late at night, and the next day began to work hard. Yes. Of course, the company has also taken many positive and effective measures to mobilize the enthusiasm of employees. For example, employees have a certain number of corporate stocks through preferential prices below the market, which closely links personal interests with the future of the company; Remuneration wages such as job salaries, additional wages, dividends, and rationalization proposals, as well as annual top-down and grade-by-level assessments, are closely related to the employees’ ability to work and their contribution to the company. These measures encourage employees to The factory is home, everything is the enthusiasm of the company, these are the foundation of the company's competitiveness. When we walked into Japanese companies, we felt that we have entered a “new and efficient space”. The “5S” activities that are constantly being carried out by various companies, namely, finishing, rectifying, cleaning, cleaning and self-beauty, make the company build on a good In the working environment, the meticulous work style of the employees and the collaboration based on the Japanese group spirit make the company's work in an orderly order.
Second, no loss of time for technology introduction and never-ending technological transformation
The introduction of technology is one of the outstanding features of the well-known Japanese economic development. We have seen that Seiko Co., Ltd. and Isuzu Motors Co., Ltd., which are in a leading position in many technologies, have not relaxedly introduced advanced technologies and equipment from the United States, Germany and Switzerland to enrich themselves and develop themselves. They not only make full use of the imported technology and equipment, but also pay great attention to supplement, improvement and development, make it more perfect, and seek greater benefits. The Japanese call this the "+" effect. However, it is worthy of praise for the endless technological innovation and technological transformation of Japanese companies. In the past, we talked about the high efficiency of Japanese companies. The concept of the idea is that people all adopt the modern, new equipment of “high, precise and sharp”. During the day, we witnessed the equipment of Japanese companies, but they were greatly unexpected. They also had equipment in the 60s, 70s, 80s and contemporary ages. The producers also had the same excellent products. Through endless technological innovations and technological transformations, these different ages of equipment are approaching and achieving a new generation of price performance. The managers of Japanese companies require technicians and operators working in the front line to find ways to replace themselves with machines or instruments and free themselves from the production front. The Shibu factory requires each employee to submit 2 to 3 small reforms and rationalization proposals every month. If they fail to mention them for several months, they will be deemed to have no intention of using their own work and will reduce their salary. If the proposal is adopted, the company will need to reward. In addition, the factory has an important technical progress and reduction plan at the same time as the production increase plan is established. This is in line with the second and third lines of Chinese enterprises. Enriching the front line, the idea that increasing production is necessary to increase people is exactly the opposite. It can be said that the advanced manufacturing technology and equipment of Japanese companies are the result of the combination of active introduction, absorption and development with the accumulation of endless technological innovation and technological transformation.