Japanese enterprise management model
Made in Japan? The pronoun of excellent quality, exquisite workmanship, moderate price, exquisite appearance, excellent quality, environmental protection and energy saving are the characteristics of Japanese products. In 20 10, there were 68 Japanese companies in the world's top 500, second only to the United States. In China, we are familiar with famous brand companies such as Panasonic, Toshiba, Toyota, Sony, Honda, Hitachi, Nissan and Canon. In addition, the life span of Japanese enterprises is among the best, and there are countless enterprises that have survived for more than 100 years. So why can Japanese companies maintain such tenacious vitality and competitiveness?
A, rigorous and meticulous work style
The management of Japanese enterprises is very strict and standardized, with perfect enterprise management system and process system. Japanese companies have strong execution. They have strong execution and respect and abide by the rules. From the president to the grass-roots employees, we will strictly implement the company system and act according to the process. Moreover, the work of Japanese enterprises is very planned, and the preliminary preparation, planning, implementation, data statistics, analysis and summary of all the work are carried out in an orderly manner according to the plan. When I worked as a PMC manager in a Japanese-funded enterprise, the enterprise had nearly 60 production lines, but our production plan could be accurate every day for the next six weeks, and we could reply to customers and be responsible for delivery, which most enterprises could not imagine. In addition, in detail management, the gap between American and Japanese companies is very obvious. The waste in the enterprise is placed in strict accordance with the classification, and even the order of folder placement is clearly marked with tape. The Japanese spirit of concentration and perseverance has been borrowed by many of us? Stupid? This word is used to describe, for example, on a hot day, the Japanese will meet customers in suits and ties, and he will wipe a table ten times. It is this meticulous professionalism that has made today's high-quality and exquisite Japanese products.
Japanese professionalism is world-famous, and work is absolutely the first. Sometimes they even need to give. They believe that work is the essence and essence of life, and they advocate loyalty and dedication. So they regard the company as their home and work hard all their lives, which is called? Worker bees? . In Japanese-funded enterprises, it is often seen that Japanese people work late, but they still go to work in high spirits the next day. Unlike most of us, we only regard work as a part of our lives. They regard work as a sacred mission and really take work as their own career. Enterprise employees and bosses unite as one. This is the real gap between China enterprises and Japanese enterprises.
Second, systematic and perfect welfare protection.
The Japanese pay attention to loyalty and dedication, and regard the company as their home. In fact, it is because the enterprise has a systematic and perfect welfare guarantee, which can ensure its career worry-free, so it will be willing to devote its life to the enterprise. The welfare measures of Japanese enterprises are not only perfect but also full of humanity. For example, employees have a welcome party when they join the company, and a farewell party when they leave the company, which makes people feel warm and cordial at home and nostalgic for the company when they leave. After leaving the Japanese-funded enterprises that have served for many years, I still miss that wonderful time. Employee's birthday, marriage, birth, major accident, etc. The manager and senior management of the company will give gifts to give condolences and comfort; Give employees year-end bonuses, purchase various insurances, housing accumulation fund, housing subsidies, food subsidies, transportation expenses, fitness cards, coupons, etc. ; Build stadiums, libraries, medical rooms and libraries for employees' physical and mental health, and hold various cultural activities. It is this systematic and perfect welfare security system that brings little by little care, which makes Japanese employees truly take the enterprise as their home and have a strong sense of belonging and ownership.
Third, can cost control save money?
The good background of Japanese enterprise cost control is that Japan's resources are extremely scarce and cannot be wasted, so that Japanese people have a sense of thrift since childhood. Japanese enterprises regard waste as the natural enemy of enterprise management and are ashamed of it, so they always try their best to put an end to waste. For example, Toyota's lean management is a very effective way to solve the waste problem, and Japanese companies think that behaviors that do not produce value are all waste. Japanese companies have almost achieved the ultimate in cost control. They pay attention to practicality and don't pursue face and ostentation. For example, many managers and executives in Japan rent cars on business trips, which is very different from the piles of luxury cars in our domestic enterprises. This is incredible for us in China. They can't afford a car, but calculating that renting a car is more cost-effective than buying a car by the company. Some Japanese companies even rent photocopiers.
In short, as long as they can save costs, they will do it, so the cost control of Japanese companies can be described as stingy.
Four, never tired of continuous improvement
It is inseparable from the spirit of continuous progress that Japanese enterprises can last forever and maintain vigorous vitality. They always try their best to improve production technology, improve product quality, control costs, improve the environment and so on. They often set up improvement teams to carry out special continuous improvement on the problems of enterprises, such as TCM (Total Cost Management), TPM (Total Production Management), TQM (Total Quality Management), 5S, etc.
Five, standardize the personnel training mechanism system
Japan is a country that attaches great importance to education. Paying attention to internal education and training is not only the operating characteristic of Japanese enterprises, but also a national policy in the form of law. 1958, Japan promulgated the Vocational Training Law. From the beginning of employment, Japanese employees will make a perfect training plan according to the post requirements, including enterprise spirit, moral education, management knowledge, professional knowledge, work skills and so on. After working in a Japanese company for half a year, I dare to be called a regular employee. I passed the training, will the company arrange for the master to pass? One to one? The tutorial system continues to be trained for one year to make it proficient. In the future work, we will also train and expand other skills of employees according to the needs of enterprises. Multifunctional worker? It is an effective achievement of talent training in Japanese enterprises. Japanese enterprises will also rotate their managers to improve their comprehensive quality and develop their potential, and at the same time explore talents through inspection in the process of rotation. The vast majority of middle and high-level managers in Japanese enterprises start from the grassroots level and are promoted step by step, which shows the importance and effectiveness of the talent training mechanism in Japanese enterprises.
Sixth, the spirit of inclusive learning
Japan is a country that loves learning. It always tries its best to absorb the essence of foreign countries and create its own things in combination with its own reality. For example, it learned from us in the Tang Dynasty, learned great wisdom from us such as Confucianism, Buddhism and Taoism, and got Japanese characters, tea ceremony and kimono. During the Meiji Restoration, I learned from the West and got my own industrial technology. Later, I launched a war of aggression, which brought great harm to China and Asian countries. After World War II, we learned from the United States and the West, learned from others, and combined with the actual operation of domestic enterprises to form a world-renowned Japanese management model. At present, there are too many methods, tools and management modes of enterprise management, and many business owners are confused about which management mode to learn. It is believed that the best management mode is suitable for the enterprise's own characteristics and can be effectively combined with the actual situation of the enterprise. Therefore, it is necessary to learn and absorb foreign management theories rationally and absorb the essence into the actual operation of the enterprise to form its own enterprise management mode. For example, the tenure system and the seniority system, which are regarded as the three pillars of Japanese enterprise management, are not suitable for our increasingly fierce competition, emphasizing the survival of the fittest and encouraging innovation.
To sum up, although we hate Japan, a country that once brought great pain to the Chinese nation, we still need to learn from many advanced management methods and tools of Japanese enterprises. I hope everyone will treat it correctly with a rational and developmental vision.
Overall evaluation of Japanese corporate culture
Compared with the innovative and rebellious American corporate culture, Japanese corporate culture has its own characteristics, which is not only the driving force for Japanese companies to dominate the world, but also the shackles that restrict their further development. The author tries to sort out the hidden rules in Japanese mainstream corporate culture.
Hidden rules of Japanese corporate culture
Unspoken rule one
The primary criterion for evaluating employees is their loyalty to the enterprise. Personal ability and cooperation consciousness are not unimportant, but the weight in the evaluation system is lower than the former. China business elites are keen to pile up the experiences of different companies in their resumes. It seems that the more bosses and companies you fire, the stronger your personal ability. In the eyes of Japanese white-collar workers, this is just a professional taboo. Although life tenure has existed in name only, many people still choose to stick to it. Many companies still take the initiative to lay off employees as a basic criterion. If the employees are really bad, send a message without a raise. Job-hopping is not impossible, but it should not be too frequent. Give convincing reasons when you apply for a job next time. Because in the eyes of Japanese entrepreneurs, a person who abandoned his former company is absolutely untrustworthy.
Hidden rules 2
To develop in an enterprise for a long time, staying in the middle reaches is the best strategy. This rule is especially suitable for college graduates who have just entered the workplace. To develop in Japanese enterprises for a long time, you must be patient. In the subconscious of many Japanese people, not falling behind others is the best state. If a person is too keen on self-expression, it will not only lead to resentment and resistance from colleagues, but also the boss may feel threatened and ruthlessly suppress it. China's philosophy, which is beautiful in the forest and can be destroyed by the wind, is also applicable to Japanese enterprises.
Unspoken rules 3
No doubt about employing people, no doubt about people. When newcomers enter the company, they often do some trivial and meticulous work. Many people are bored. In fact, this is the first step for management to test employees. After this hurdle, especially in some small and medium-sized companies, management often gives employees great freedom to do an important thing, so as to examine an employee's ability to cope with pressure, integrate various resources and coordinate various relationships. Once employees pass this test, they may be reused, otherwise they will be labeled as useless. It seems unreasonable to decide whether to assign the next thing to specific employees based on the success of everything. In fact, it requires employees to concentrate on completing every task, thus helping to improve the efficiency of the company.
Unspoken rules 4
Do not take the lead in innovation, but do the details to the extreme. From individual capital's point of view, most Japanese entrepreneurs are risk-averse, and they are unwilling to pay the high-risk cost of innovation, but what makes Japanese enterprises respectable is that they minimize the imitation time lag. Often, European and American companies quickly develop new technologies, and Japanese companies spend huge sums of money to buy them, digest and absorb them in a very short time, and then quickly produce finished products with world-leading technologies, which are often superior to European and American competitors in quality and price. By extension, those elites who are brilliant but ignore details are often not well developed in Japanese enterprises. The reason is that bosses are used to examining employees' performance in detail. The devil is in the details.
Unspoken rule five
Women are still hard to be reused. At the top of Japanese business and political circles, there are still few women. Most Japanese men and women insist that it is natural for women to resign and take care of their families after marriage. In Japan, strong women are more derogatory terms. It is said that Japanese female college graduates will still try to find jobs when they are employed, but the purpose is not for career and money, but to find a rich husband. Because once you find a good husband, you can stop working once and for all after you get married. What an honor.
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