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Heartly welcome all to our presentation

Meaning of Management
Louis.E.Boone

and David: The use of people and other resources to accomplish objectives. Parker: The act of getting things done through people.

Marry

Management Process

INPUT
Labour Land Capital Organiser

PROCESS
Planning Organising Staffing Leading Controlling

OUTPUT

Attainment of organisational goals.

JAPANESE MANAGEMENT

1945 HIROSHIMA &NAGASAKHI BOMB BLAST PICTURE

INTRODUCTION
JAPANTHE LAND OF THE RISING SUN
Japan has consistently maintained its position as one of the worlds top economics and technological innovators. Japan's leading companies in field such as automobiles and electronics originally introduced management methodology and technology from western sources.

MEANING OF JAPANESE MANAGEMENT

A combination of management styles that emphasizes human relations and team working and manufacturing techniques such as just in time production and total quality management which is credited with bringing about the Japanese economic miracle that began in 1960s.

History of Japanese management

Japan's culture developed late in Asian terms and was much influenced by china and later the west. Early in Japan's history, society was controlled by a ruling elite of powerful clans. In the late 16th century began a process of reunification followed by a period of great stability and peace.

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History of Japanese management

Japan rebuilt itself based on a new and earnest desires for peaceful development, becoming an economic superpower in the 2nd half of the 20th century. Flagships of Japanese economy provide their workers with excellent salaries, working conditions and secure employment.

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SPECIAL FEATURES OF JAPANESE MANAGEMENT

Scientific selection process Lifetime employment Seniority system Continuous training Emphasis on group work Decision making Complicated performance evaluation Father leadership Good benefits for employees Simple and flexible organization

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THE CONCEPT OF KAIZEN IN JAPANESE MANAGEMENT

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Kaizen What Does Kaizen Mean?

KAI

ZEN
Think, make good, make better

To modify, to change

KAI+ZEN = change for better.

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DEFINITION:
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership.

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Features
1. Effect 2. Pace 3. Time frame 4. Change 5. Involvement 6. Approach

7. Practical requirement
8. Advantage

Kaizen and Muda

Kaizen aims to eliminate Muda (means waste). Overproduction Underproduction Delays (waiting time) Unnecessary movements Defective products Misused resources Etc.

Waste

5 main elements of Kaizen

Teamwork Individual Discipline Improved Morale Quality Control Circles Suggestions for improvement

Kaizen Stages
1.
2.

Establish a plan to change whatever needs to be improved.

Carrying out changes on a small scale

3.
4.

Observe the results

Evaluate both the results and the process to understand the learning.

Immediate Benefits / Results

Kaizen Reduces Waste inventory, waiting times, transportation, employee skills, overproduction etc. Kaizen Improves space utilization, product quality, use of capital, communications, production capacity and employee retention. Kaizen Provides immediate results instead of focusing on large, capital intensive improvements, Kaizen focuses on creative investments that continually solve large numbers of small problems.

5-S The Japanese Management Philosophy

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Introduction 5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results.

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THE 5S OF JAPANESE MANAGEMENT

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1.SORT

Sort, the first S, focuses on eliminating unnecessary items from the workplace that are not needed for current production operations. An effective visual method to identify these unneeded items is called red tagging, which involves evaluating the necessity of each item in a work area and dealing with it appropriately.

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2. Set In Order
Set In Order focuses on creating

efficient and effective storage methods to

arrange items so that they are easy to use and to label them so that they are easy to find and put away. Set in Order can only be implemented once the first pillar, Sort, has cleared the work area of unneeded items.
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3. Shine
Once the clutter that has been clogging the work areas is eliminated and remaining items are organized, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary to sustain this improvement. Working in a clean environment enables workers to notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments.
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4. Standardize
Standardize, the method to maintain the first three pillars, creates a consistent approach with which tasks and procedures are Done. Some of the tools used in standardizing the 5S procedures are: job

cycle visual charts, cues. The second

part of Standardize is prevention preventing accumulation of unneeded items, preventing procedures from breaking down, and preventing equipment and materials from getting dirty.
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5. Sustain
Sustain focuses on defining a new status

quo and standard of work place organization. Without the Sustain pillar the
achievements of the other pillars will not last long. Tools for sustaining 5S include signs and posters, newsletters, pocket manuals, team and management check-ins, performance reviews, and department tours.
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WHAT MAKES JAPANESE FIRMS SUCCESSFUL ?

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1. complex interaction of macro and micro variables 2. favorable government policy 3.cultural factors are the predominant cause 4. establish a winners competitive cycle. 5. higher rate of investment 6.Price cutting

7. Capacity expansion
8. Advertising 9. Product development
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OPERATIONS/PRODUCTION MANAEMENT PRACTICES

1. Just-In-Time (The Production) System: Producing and dispatching the products just in time is the main objective of employing JIT. This contains many other areas of improvement like low cost of production, low inventory cost, low investment for warehouses, immediate checking of abnormalities, high value-added per person, better quality and improve productivity. 2. Subcontracting: 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.

3. Quality Control:
The Japanese production management now cannot work without considering the concept of quality or customers in a broader sense. Now a-days, the Japanese style of management is also referred to as Management by Quality. This does not mean controlling the quality but rather managing the company with the "Quality First concept.

American Versus Japanese Management Practices

MAJOR DIFFERENCE

American are performance oriented unlike Japanese who are perfectionist

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American Practices

Japanese Practices

PLANNING Short term orientation Individual decision making Decision flow from top to bottom Fast decision making but slow implementation

PLANNING

1. 2. 3. 4.

Long term orientation 2. Collective decision making 3. Decision flow upward 4. Slow decision making but fast implementation
1.

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Comparison (contd)

ORGAINISING

ORGAINISING

1. 2. 3.

Individual responsibility Emphasis on formal structure Common organization culture lacking

1. 2. 3.

Collective responsibility Emphasis on informal structure Common organizational culture and philosophy

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STAFFING

STAFFING

Comparison (contd)
1. 2. 3. 4.

short term employment Repaid upward movement Professionalism Rewards based on individual performance

1. 2. 3. 4.

Life long employment Slow upward movement Loyalty to the organization Rewards based on group performance

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DIRECTING

Comparison (contd)

DIRECTING

Individual motivation 2. Leader as decision maker 3. Top down communication 4. Emphasis on written communication
1.

Group motivation 2. Leader as group facilitator 3. Bottom up communication 4. Emphasis on face to face communication
1.

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CONTROLLING

Comparison (contd)

CONTROLLING

1. 2. 3.

Control by superior Control of individual performance Limited use of quality control circle

1. 2. 3.

Control by peers Control of group performance Extensive use of quality control circle

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CONCLUSION
The Japanese management is gaining importance because it deals with the process of planning, organizing, staffing, leading and controlling is better than other managements.

THANK YOU

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