By W. Mark Fruin
ISBN-10: 0195081951
ISBN-13: 9780195081954
ISBN-10: 1423767551
ISBN-13: 9781423767558
This publication describes why, for the previous twenty-five years, jap productiveness has been transforming into extra swiftly than productiveness within the U.S. not like different books almost about the japanese luck in production, it appears to be like at what really occurs in factories. the writer brings his adventure of operating on the Yanagicho Works of the Toshiba company, in Kawasaki urban. Like such a lot of eastern factories, this one is extremely efficient, effective, and versatile. whereas the manufacturing unit is traditional reckoning on the surface, its staff are something yet traditional as they consistently try to enhance the best way they paintings and the standard of the goods they produce. the main to this can be the continual construction and alertness of data through the manufacturing unit, from staff at the store flooring, to analyze and improvement engineers, to best administration. Fruin explains how eastern tradition and faith arrange employees for his or her function during this strategy of growing and disseminating wisdom.
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Extra info for Knowledge Works: Managing Intellectual Capital at Toshiba (Japan Business and Economics Series)
Example text
Kaizen is not antithetical to kaikaku or radical innovation, however. Toshiba's Total Productivity (TP) movement, examined in depth in chapter 3, is closer to kaikaku than kaizen. Under the TP regime, there has been a major shift in how things are done at Toshiba. Yet once a new course is set, it is again doryoku and kaizen that develop, inspire, and carry through the discovery process. In this sense, kaikaku may be understood as especially intense punctuations of kaizen activity; both are embodied and interlaced in forms, ready to be activated by those who know how to use them.
Knowledge Works are ordinary organizations with extraordinary capabilities. They are ordinary because that is how the Japanese see them. " For them, the designation meant that their mission was not simply to make things but to design, develop, and market them as well. There are two kinds of factories, mass production and development their missions are different but their coexistence is taken for granted. Yanagicho should not in the least be taken for granted. It is a much more relevant and important model of factory organization and management than, for example, Nissan's highly acclaimed, robot-welding factory in Zama that, by the way, closed down in 1994.
It will pay to convert knowledge into alternative uses only when conversion and transaction costs are minimal. Such costs are low when product/process know-how and accompanying design and development requirements are reasonably similar. In short, the likelihood of finding multiple uses for knowledge hinges entirely on conversion and transaction costs. 34 Cultural Perspectives The form of Knowledge Works has cultural significance as well. There are important national differences with regard to the way that discovery, creativity, art, and imitation are expressed in work.