Japan is one of the world leaders in the production of various types of products. You might get the impression that the Japanese make everything from personal hygiene items to large-sized equipment. In today's competitive environment, it is rather surprising that Japanese products are in great demand around the world. This is due to the fact that Japanese manufacturers are very professional in their tasks.

History of the Japanese economy

Manufacturers from Japan began to actively capture the world market after the end of World War II. While the entire Western world was busy eliminating the consequences of the war and distributing zones of influence, Japan, having secured financial support from outside, began to actively develop the domestic economy. It is worth noting that she did it perfectly. As a result of this development, such well-known brands as Sony, Panasonic, Toyota, Casio, Kenzo and others have entered the world stage.

Japanese quality

Despite the fact that Japanese corporations (as mentioned earlier) produce a wide variety of types of goods, there is one aspect that unites them all. Whether the Japanese make mobile phones or lipstick, the ultimate goal is to create a quality product. It is quality that is the main reason for the incredible success of products made in Japan.

The market is arranged in such a way that the consumer is ready to pay more for a product if he is confident in its quality. This is exactly what happened with Japanese products. When people realized that goods from Japan can serve for quite a long time, the high price of products ceased to scare off potential consumers. Thus, you can safely put an equal sign between Japanese goods and high quality.

clothing

Japanese are very popular with fashionistas from around the world. The thing is that the special life philosophy of the Japanese is expressed in their fashion trends. In general, Japanese clothing is distinguished by straight lines, clear silhouettes, the predominance of conservative colors and the absence of any vulgar elements.

For the first time on the world stage, the existence of Japanese fashion was announced by designers Miyake and Kenzo. A distinctive feature of their collections was that they actively used paper, iron and rubber in tailoring. Ray Kawakubo and Yohji Yamamoto became the followers of the above-mentioned designers in the early 90s of the last century. These designers immediately managed to captivate the Parisian audience with their collections of women's and men's clothing.

At present, the list of world-famous Japanese designers and fashion designers is not limited to four names, and the number of popular Japanese clothing brands can impress even the most sophisticated fashionistas. The most popular clothing manufacturers from Japan are the following firms:

• Remy Relief.
• KiNoe.
• Uniqlo.
• Toga.

Another brand that deserves the attention of the public is Anrealage. It was created by young designer Kunihiko Morinaga. His collection is considered bold enough for his country, as it is based on abstract prints and bright colors. However, it is in high demand in the global fashion market.

Cosmetics

As you know, girls and women in Japan pay quite a lot of attention to their appearance, and when it comes to hair and skin care, here Japanese women become as scrupulous and attentive as possible. To meet their requirements, Japanese cosmetics manufacturers are trying to combine modern scientific achievements with centuries-old traditions in their products. They actively use extracts of medicinal herbs, the strength of which has been tested for centuries.

Therefore, it is not surprising that Japanese cosmetics brands are in demand among the modern consumer. Women in many countries are willing to pay big money to be beautiful and healthy. Japanese cosmetics allow them to achieve these goals. The top 5 Japanese cosmetics brands will look like this:

1. Shiseido.
2. Kanebo.
3. Naris Cosmetics.
4. MoltoBene.
5. Pola.

As for Shiseido, this brand is considered the most popular in Japan and in the world. A distinctive feature of this brand is that the product formula and production technologies are kept in the strictest confidence. Brand manufacturers are trying to pursue a broad pricing policy, as a result of which you can find both luxury creams and more affordable products for the general consumer. It is important to note that Japanese cosmetics manufacturers try not to use chemicals or any of their compounds in their products.

Perfumery

Japanese philosophy is reflected in the perfume industry. Since the Japanese are very attentive to a person's personal space, you will never find aggressive Japanese perfumes. As a rule, any Japanese perfume is characterized by a light structure and unobtrusive aroma.

When it comes to perfumery in Japan, one cannot fail to mention the famous art of Kodo, which consists in combining different fragrances into one whole. These traditions have been preserved in modern perfumery, where one of the main elements is the aroma of incense.

Nowadays, the most famous Japanese brands in perfumery are:

• Ella Mikao.
• Issey Miyake.
• Kusado.
• Kenji Tanake.

Wrist watch

Wristwatches are almost a must-have accessory for every successful person in the modern world. In this regard, buyers pay special attention to the appearance, quality and durability of this product. All these characteristics combine the watches of Japanese brands. Note that the Made in Japan engraving is the same quality guarantee for watch connoisseurs as the famous Swiss Made from Swiss manufacturers. Many high-ranking Russian leaders wear Japanese-made watches.

The fact that the best Japanese watch brands entered the world market in the middle of the last century and are not losing their positions also testifies to the high quality of manufactured products and the reliability of watches. The most famous brands of Japanese watches are:

1. Seiko.
2. Citizen.
3. Casio.
4. Orient.

Separately, it is worth stopping at Casio. Her fate is the true story of the Japanese pursuit of success. The company was originally engaged in the production of calculators. After the retraining, Casio became a manufacturer of high-quality and at the same time budget wristwatches with a worldwide reputation. Now wearing watches of this brand is considered an indicator of success and high status.

Household appliances and electronics

Household appliances have long become an integral part of the life of a modern person. We can no longer do without televisions, refrigerators, vacuum cleaners, microwaves and other household appliances. As a result, their producers receive huge sales revenues. Many Japanese companies have managed to enter the world market, which has firmly consolidated their success.

Manufacturers of the finest Japanese products immediately realized the importance of producing quality products and bringing them to foreign markets. Each company had a different history, but now almost every one of them is a huge corporation that makes a huge contribution to the development of the Japanese economy. As a result, in almost every country in the world you can find a refrigerator, TV or digital camera made in Japan.

A list of popular Japanese electronics brands includes:

• Sony.
• Toshiba.
• Canon.
• Sega.
• Nintendo.

The last two brands are very popular among those who grew up at the end of the 20th century, since it was these brands of the first game consoles that entered the domestic market. The rest of the firms are engaged in the production of electronics and household appliances, which are especially popular with consumers around the world.

Cars

Cars are no different from other Japanese products in terms of quality and reliability. That is why a large number of motorists from different countries prefer Japanese car brands. In addition to high quality, vehicles from this country are distinguished by their chic design, comfortable interior and reasonable price. As a result, Japanese cars are a serious competitor to European and American.

The most famous Japanese car manufacturers are:

• Toyota.
• Lexus.
• Suzuki.
• Mazda.
• Honda.
• Nissan.
• Mitsubishi

Each of these brands has certain advantages that distinguish it from the rest and attract potential buyers. Toyota, for example, is renowned for its technology-innovative approach that would have seemed like science fiction just a few years ago. The Toyota company is betting on a massive marketing campaign for each model, with noticeable results. As a division of Toyota, Lexus is engaged in the production of luxury cars that are distinguished by their excellent appearance and rather high cost. Other Japanese brands are also highly popular with their target audience.

Ratings

Based on the foregoing, it could be seen that some brands from Japan are more popular than others. However, here it is impossible to compile a universal rating that would answer with maximum accuracy which Japanese brand is the most popular. Everything is very relative here.

However, a similar rating can be compiled for each individual industrial sector. Thus, the most popular Japanese brand in the field of cosmetics is Shiseido, in the field of clothing - Uniqlo, perfumery - Issey Miyake, watches - Seiko, cars - Toyota. As for household appliances, the Toshiba brand occupies a leading position, since the profit of this company alone is about 10% of the country's total GDP.

Japanese brands in Russia

As has been repeatedly mentioned earlier, Japanese products are incredibly popular in the Russian market. Various Japanese-made goods are in incredible demand among different groups of the population. To fully understand the full scope of popularity, it is recommended to take a look at the sales ratings of Japanese cars in the Russian market.

Experts have found that the most popular cars of the beginning of 2018 were vehicles of such brands as Toyota, Mazda and Nissan. Moreover, independent experts claim that sales growth will increase with each subsequent month.

Conclusion

We have seen that the Japanese economy is a fairly developed phenomenon in the modern world. Represented by a large number of developed sectors, the Japanese economy has a number of huge corporations for the production of various types of goods, which have their offices in different countries of the world. A distinctive feature of Japanese manufacturers is that in all countries they have earned the same image as distributors of quality and reliability.

As for Japanese brands in Russia, the most popular are manufacturers of cars and household appliances. The sales volumes of these products in the domestic market can impress anyone. And the most surprising thing is that Japanese companies are not going to stop there.

In Japan, after the end of World War II, quality improvement was elevated to the rank of state policy. The solution of quality problems in this country in a fairly short period of time was very successful.

What is the essence of the Japanese approach to quality management?

In Japan, a quality management system has been established in which overall quality control is a single quality assurance process throughout the enterprises, this process is carried out by all personnel from the president to ordinary workers. The main approaches to quality management in Japanese models are as follows:

1. Find out the needs of consumers

2. Find out what consumers will buy

3. Determine the costs required to achieve quality

4. Prevent possible defects and claims

5. Provide corrective action

6. Eliminate the need for verification

What are the features of the Japanese quality management model compared to other countries?

In 1967, at the 7th Symposium on Quality Management, 6 features of the Japanese quality management model were named:

1. Participation of all links in quality management

2. Personnel training and education in quality methods

3. Activities of quality circles

4. Inspection of management activities

5. Use of statistical methods

6. Nationwide quality management programs

What prevents the introduction of quality management methods into work practice from the point of view of Japanese specialists?

1. Passive senior managers, their desire to avoid responsibility

2. Those who believe that the easiest ways to achieve goals are those that are well known to them.

3. Those who are unwilling to listen to the opinions of others

4. Those who continue to live in the feudal past

What quality management tools exist in Japanese systems?

In Japan, their own quality management tools have been developed and applied. Today, these “seven tools” are well known to everyone:

1. Involvement in the process of quality assurance of each employee of the company

2. Use of statistical quality control methods

3. Creation of a motivation system

4. Encouraging learning, professional development

5. Organization of quality circles that support the lowest hierarchical level of management

6. Creation of teams (temporary teams) of specialists interested in solving a specific problem

7. Turning the problem of quality assurance into a national task.

What innovations have been applied in Japanese quality management systems?

For the first time in Japanese quality management systems, a four-level quality hierarchy was used, in which the main principle of the future TQM concept is guessed - focusing on meeting current and potential consumer needs. This structure looked like this:

What are the most famous Japanese quality management models?

2. Program "FIVE ZERO"

What are QUALITY CUPS?

Professor Kaoru Ishikawa, one of the famous Deming's colleagues, proposed the idea of ​​creating the famous Quality Circles (QC). The original purpose of these circles was to train the personnel of Japanese companies in statistical methods of control. Such training began to be carried out in Japanese companies in the 60s to involve employees in quality improvement work.

Today's Quality Circles in Japan are voluntary associations of employees of organizations of various levels and different fields of activity, gathering in their spare time to find activities to improve quality. Typically, such circles have their own mottos (“Think about quality every minute”, “Quality decides the fate of the company”, etc.) and operate on the basis of the following principles:

voluntariness of participation

Regularity of meetings

specificity of the problems to be solved

· Identification, study and evaluation of quality problems during the discussion.

Quality circles are very popular in Japan: the first circle was registered in 1962, by the beginning of 1965 there were 3,700 circles in Japan, and now there are more than 300,000 of them.

What can a company do by creating its own Quality Circles?

Quality circles are a method of training and encouraging staff, whose interests, in turn, are taken into account in the process of the organization's activities. Using simple statistical tools, people work in groups to discuss, analyze, and solve a variety of problems, most often focused on cost, safety, and productivity. It is also their job to prepare proposals for improving the company's products or services. The main results of the activities of quality circles are shown in the figure:

What is the Five Zero Program?

The Japanese quality management system in manufacturing is focused on preventing the possibility of defects. In Japanese enterprises, the “five zero” program has gained great popularity, the essence of which is that each worker SHOULD NOT do the following:

1. accept defective products from a previous operation;

2. create conditions for the appearance of defects;

3. transfer defective products to the next operation;

4. make changes to the technology;

5. repeat mistakes.

What is a JIT system?

The program "five zeros" could not be implemented without the maximum use of human resources. And this was first proven in practice by Taichi Ohno, vice president of Toyota for production, who created the concept of Just-In-Time (JIT) - “do everything on time”, which provides “five zeros” (zero inventory, zero failures, zero defects ) in the organization of production and allows you to reduce the time from the receipt of an order to the delivery of the finished product to the consumer. It is the joint optimization of quality, production costs, punctuality and thoroughness in the performance of work that can ultimately increase the market share, productivity and profitability of production.

The JIT system leads to efficient actions to deliver only the required goods or services in the "right" quantity, at the "right" time and place. At the same time, “correct” refers to the characteristics that both internal and external consumers expect. Each phase of production in the JIT system ends with the production of the desired (“correct”) part at the very moment when it is required for the subsequent operation. If a manufactured part is needed in an hour, then it should be manufactured no earlier than in an hour. All unused for some time stocks are unproductive costs and are the costs of the manufacturer. Warehousing is a waste of money, time and waste of space: this is the Toyota principle.

This is the essence of the JIT concept, which means doing everything only in the quantity, with the quality and at the time that is required directly by your consumers (internal and external).

What is the essence of the Kanban system?

Almost all of the above principles of quality management were embodied in the KANBAN (KANBAN) micrologistics corporate production and supply management system, implemented in Toyota Motors Corporation and which made it possible to reduce production stocks by 50%, and commodity stocks by 8%.

The KANBAN system begins to produce a specific product sample only when there is a specific customer (consumer) for it. This system is based on the following principles:

Enhanced quality control

Delivery of products to the customer just in time

Adjustment of equipment, excluding defects

reduction in the number of suppliers of components

· the maximum approximation of subcontractors to the head (as a rule, assembly) plant.

Since the 1970s. Japan's experience in quality management is constantly being studied around the world. However, it is necessary to take into account the fact that the specifics of the Japanese quality management system are due to national traditions and socio-economic features of the development of Japanese industry in the post-war period.

• to deepen and expand the knowledge of students in matters of product quality;
• to form students' skills to work with periodicals.

Equipment: multimedia equipment, an exhibition of Japanese products, handicrafts and books on the topic of quality; student-collected journal “About Japan; tea table, music.

An eyewitness from the Land of the Rising Sun was invited to the event.

PROGRESS OF THE EVENT

Teacher: We have successfully learned how to calculate the economic effect that the production of high-quality products brings to the enterprise. And who calculated the loss of health, personal time when consumers use low-quality goods and services. People need to understand that we are all consumers of the goods we have created. And every minute we consume the goods, services, works created by us. And, having felt the result, we understand that the products have no choice but to be of high quality. Quality is a great work, it is the mind, honor and conscience of the manufacturer, and most importantly, it is the health of consumers.

Recently, a large number of scientific monographs and individual articles have appeared, devoted to summarizing the experience of industrial enterprises in improving product quality and solving theoretical issues related to purposeful quality improvement. This indicates that a new science, the science of product quality, is currently being formed. But you don't have to reinvent the wheel. Wouldn't it be better to use the experience of other countries, in relation to our country, in matters of improving quality. Another classic of Marxism-Leninism V.I. Lenin wrote: “Drawing good things from abroad with both hands.”

“To win the competition, you need to find the best in the world, adopt it and make it better than it was before,” the Japanese say.

“Japan should be the subject of universal study and become a permanent and compulsory subject in our secondary schools just like Europe, because the new Japan already stands on a par with the states of Europe in its military power and cultural level.” On the title page of the book from which I took this quote, it was written “St. Petersburg 1905.

In addition, while studying at school, for some reason I received a letter from a Japanese girl with whom I corresponded for several years. At the institute, for some reason, I was invited to a meeting with Japanese students. After graduating from the Leningrad Institute of Finance and Economics, it was I who was sent for distribution to an enterprise that was connected with direct deliveries of goods to Japanese firms. This chain of natural accidents can be continued. In a good way, I “fell ill” with this country and for many years I pass on this love to my students. And already together we are gathering information about Japan. And finally, why Japan will be discussed today, I think you yourself will understand in the process of covering this topic.(The conversation is accompanied by a Japanese melody about cherry blossoms )

Student 1: Reference data about Japan (a map of the territory, population density, life expectancy, political system, etc.)<Appendix 1 >

Teacher: West is west, east is east, they will never meet. Only at the throne of God on the day of judgment. These lines, which belong to the great English writer Rudyard Kipling, still attract attention to this day. Some agree with Kipling, saying that East and West really do not understand each other. Others, on the contrary, protest, pointing out that the East is becoming Europeanized, while the West is showing more and more interest in the traditions of the East. Today in the world we can observe fierce competition between two countries that are true representatives of Western and Eastern civilizations: the USA and Japan. And maybe Kipling is right that East and West should not converge. Let each state follow its own path of development, developing its own strategy and accumulating its own experience. But taking good things from each other does not hurt anyone.

Teacher: Since much attention is now being paid to quality issues and it is especially acute in our country (because we can not yet boast of all products and goods even on the world market). We need to learn how to analyze the cost of quality: losses from marriage, the cost of rework, warranty repairs. Western experts have long understood a simple truth: increase in spending on prevention of marriage leads to a reduction in overall costs. As you know, the concept of quality is broad. This, of course, is also the finishing of the object, so to speak, its external side, but the main thing is the technical level, convenience and reliability in operation. On that, on another, on the third there are GOSTs. It would seem simple: fit into the standards and everything will be all right. Not really. Standards are, of course, a wonderful thing, but attitudes towards them are changing. 20 years ago, at the conference of the European Organization for Quality Assurance in Belgrade, a well-known Japanese specialist, Professor Kaoru Ishikawa, expressed his disagreement with the thesis of our speaker: “Quality through the standard”. He, a Japanese representative, said that it is necessary to proceed from the requirements of the consumer, who wants to have better products than specified in the standards. The Japanese then complained that their standards for export products became for some time even a brake on improving its quality. Seven years later, at the next conference of the same organization in Amsterdam, members of the Japanese delegation went even further. No, the Japanese said this time, now this is not enough either, today manufacturers, being authorities in their field, know much better than the average consumer what the product should be like, they can make goods with properties that the consumer is not even aware of. This is how pens with clocks, alarm clocks with a radio, televisions with a personal computer, etc., appeared, not to mention special industrial products that combine different functions.

How good are the Japanese at this? In Japan, the level of quality is extremely high. I will give a few examples. The reliability of the components of the Japanese consumer TV is 100 times higher than specified by the British standard for similar products for military needs. In most European countries and in the USA, standards allow 1-2 defective products out of 100, and at the enterprises of many Japanese firms, a different ratio has become common: 1-2 defects per million products (i.e., ten thousand times less). The picture is more than impressive.<Appendix 1>.The company name "Seiko" is associated with a well-known watch brand. The biggest event in the life of the company is the Tokyo Olympics. Prior to this, the maintenance of the Olympics was entrusted to Swiss watch companies. But Seiko came forward. It guaranteed measurement accuracy to hundredths of a second. Quartz watches made this possible. The Japanese invented them and bypassed the Swiss firms. And when they asked the head of the company "Seiko": "In what direction do you think to improve the production of watches?" The answer was the following: “In my opinion, they are quite perfect. Accuracy is next to none. Only atomic clocks remain, but families do not need them. Watches are cheap, if you want, you can match them with a suit. In a word, there is nowhere to go further, in my opinion.” What explains such successes? In Western countries, in conditions of fierce competition, when the slightest omission can lead to collapse, threatens the company to be eaten by the enemy, it is quality that underlies the activities of enterprises. The French National Standard explicitly states “ The quality of products and services is a condition for the viability of the company.”

But what exactly allows the Japanese to achieve such a high quality of industrial products? Can especially tight captious control help?

If in European firms the number of inspectors averages up to 15% of the number of employees, then in Japan it does not exceed 5%, and in many firms it is 1%.

No, they have a different secret of high quality. In terms of production personnel. What is meant?

Student 2: Personnel training

Japanese managers, earlier than American and Western European competitors, took into account that the first productive force of all mankind is the worker, the laborer. And if an American businessman invests first in capital construction, in technology, in equipment, and only then in personnel, while a Japanese businessman invests first in personnel, and only then in capital construction, technology and equipment.

In developing a strategy for the struggle for the competitiveness of their products, Japan paid attention to two points: first is that the solution of quality problems by more than 80% depends on top-level managers, and not at all on technical control bodies. Hence the conclusion was drawn - leaders need to be taught. And the Japanese took it on with their inherent perseverance and vision of the future. “To win the competition, you need to find the best in the world, adopt it and make it more perfect than it was before.” The Japanese Union of Engineers and Scientists has spent more than 10 years training senior managers in a quality program. To this end, since the beginning of the 1950s, lectures, seminars and conferences have been organized, practically everything that has been published in the world on quality issues has been translated into Japanese. And, of course, it gave a positive result.

The use of someone else's experience allowed the Japanese not to waste time and energy on “inventing the wheel”, but to focus on improving Western developments and their own know-how. As a result, Japan became a trendsetter in electronics and robotics for many years. Secondly, no one knows the actual quality situation in this area better than those who stand at the drawing board and work on the machine. So workers need to be trained. But this is not a purely Japanese discovery. The same idea underlay the creation of the Saratov quality management system in our country in the 60s, and a little later, the American “zero defects” system, close to it, appeared. But the Japanese, as they say, managed to squeeze everything out of the idea.

Teacher: Developing their own style of personnel management, management in Japanese, the Japanese skillfully built in it the spiritual values ​​of the nation, which help companies to have such high results. Namely, these are: the struggle for quality, serving the nation by improving production; the enterprise is personnel; the firm is me; honesty.<Appendix 1 >

Student 3 : Struggle for quality.

In order to constantly improve quality, manufacturers must be able to compare their products with similar ones produced by other enterprises, and for this you need to have a certain outlook, knowledge. In order to teach this to wide layers of workers and employees in 1962, on the initiative of Professor Ishikawa, Japan began to create quality control circles. Yes, exactly mugs, as we have in the photo, needlework, where people voluntarily gather in their free or working time. The circle consists of 10-12 people who themselves choose a “leader”, and he already brings various aspects and problems for discussion, discusses bottlenecks in improving quality. They function 1-2 hours weekly or 1-2 times a month. The goals of quality circles are to maximally identify and develop the abilities of each member of the circle; to create a favorable, bright atmosphere in the workplace in order to achieve high labor productivity. There are more than a million clubs in the country. Every fifth employee is a member. 50% of enterprises have them. Shop and factory conferences of circles are regularly held, and then all sorts of congresses. In the room where the mugs work, slogans hang “Quality determines the fate of an enterprise”, “What seems beautiful today will become obsolete tomorrow”, “Think about quality every minute”.< Appendix 1 )> A symbol of high quality is a figure that is somewhat reminiscent of a horseshoe. Members of the management of enterprises wear badges with her image on their jackets. For example, in the Matsushita company - denki, half of the topics taken by the circles for development cover quality assurance issues, and 40% - increasing labor productivity, reducing costs, improving tools and equipment, and improving technical progress. The condition for working in a Japanese company is absolute devotion to it, high accuracy, concern for the growth of the owners' profits, otherwise they simply won't keep a person. When working on quality, Japanese practicality is expressed in the ability refine borrowed ideas and recognize their potential value. In 1970, the founder of Green Cross, Reichi Naito, heard about the work of American researchers abandoned halfway through, seeking to obtain chemical solutions that could absorb oxygen. Naito bought the idea, created Fluozol, a blood substitute, and put it on the market. Few people in the United States believed in the possibility of putting into practice the idea of ​​​​the scientists of the laboratory in the state of New York. The idea was that if you use superconducting magnets built into the rails and into the base of the cars, then the train can be raised above the railroad tracks and accelerated with the help of the same magnets to a fantastic speed, since friction in this case will not impede movement. They did not believe because they did not know how to make magnets. The Japanese bought this idea and made the necessary magnets. In 1983, at the corporation's test site in Miyazaki Prefecture, a two-car projectile-like train that, shortly after departure, suddenly soared over the rails at a height of about 10 centimeters and sped - no, flew a seven-kilometer stretch of track at a speed of 594 km. at one o'clock. The examples are endless. But over the years, Japan has evolved from a country consuming ideas, to country, exporting ideas. In 1999, Japan sold licenses and patents for 234 billion yen and bought them for 298 billion yen.

Student 4: Serving the nation by improving production :

I'll start with an example. In 1981, Toyota employed 48,000 people. They submitted 1.3 million rationalization proposals - 27 proposals per worker. 90% of the proposals were put into production. This saved the firm $45 million that year. Even at the Nissan plant in the city of Jyama, the plant was considered the most automated in the world - each worker was the author of 17 inventions or technological innovations in a year. Employment for life gave rise to the Japanese desire, so to speak, for “lifetime industrial training and the entrepreneur is not afraid to spend money on it. Before introducing new technology or installing new mechanisms on the assembly line, entrepreneurs organize refresher courses for workers in relation to innovations. They try not only to teach innovations, but also to captivate them, so much so that the worker would like to quickly work on a new technology or mechanism. And only after that they rebuild the technological process or stop the conveyor for re-equipment. The result of a high organization of production. The Fujini factory, located on the shores of Lake Suwa, fifty kilometers from Tokyo. Plant profile - semiconductors. Russian representatives tell the following about their visit to this enterprise: “The director talks about the plant in a casual way. And we are talking about the most modern technology, about a breakthrough to the heights of science and technology. A computer weighing 2 tons is the progenitor of current products. Integrated circuit - today. They are separated by about 3 decades. We look at the shop where semiconductors are made. Two young workers give us tight white overalls, we climb into them, fasten a long zipper under the neck. Overalls are light, shiny. Then they pull on stockings of the same color with elastic bands, put on tight-fitting hoods with visors and slippers. Only the eyes, nose and mouth remain open. Then, in a special cabin, air jets "treat us" from top to bottom. The workshop is separated from the corridor by glass. “It is strictly forbidden to open the door,” reads the inscription. In the workshop, people work in the same overalls, and even with gauze bandages on their mouths. People move around calmly, communicate with equipment, and all this is flooded with bluish light. The picture is downright cosmic, as if these people are working in another world.” The pride of the plant is advanced technology. Semiconductor production started in 1969. The company is small, but in terms of the number of patents it has, it is in the top ten. The time from idea to implementation is a year and a half. Everywhere there are research centers. These and other factories have signs of moral encouragement for high quality. They are reminiscent of our letters of honour. But what is interesting is that the awards are not taken home, in neat frames, they are collected in the workshop in prominent places.

Student 5: An enterprise is personnel (lobotomy in Japanese).

It is known that the Japanese national religion is imbued with a nationalistic spirit. It contains ideas that encourage the Japanese to realize their involvement in national interests. Historically, the Japanese were inspired with the idea that in their life they should, first of all, take care of “filling the national vessel”. In this regard, he was accustomed to consider "nationwide", i.e. state aspirations as their own. The founder of the electrical engineering company Matsushita Denki skillfully took advantage of this worldview and, in the educational system developed by them, emphasized the promotion of a direct connection between the prosperity of the company and the prosperity of each employee and the Japanese nation as a whole. This idea was reflected in the corporate anthem. 5 times a week, except Saturday and Sunday, workers, engineers and employees start their working day with physical exercises and singing the anthems of their companies. In the Matsushita-Denki Concern, 200,000 workers sing.<Appendix 1>. The President sings in his office, addressing the corporate banner. His voice sounds through the speakers in all rooms and the company's employees diligently lead out in the wake of the president. Then the commandments are declared. Each company has its own - hung out and enclosed in expensive frames. To the question “Why all this?” - the personnel officers of the company answer: “Imagine, for example, that one of the workers at home is in trouble. He is worried, nervous. Another worker was riding in a crowded subway car and came to the workshop in a bad mood. Singing the anthem, delving into the content of the spoken speeches, workers tune in to work, mentally prepare for it. And we benefit immeasurably more through the strengthening of discipline and increased productivity, and they are a direct consequence of the morning ceremony. The Japanese are taught this ritual from childhood. Each kindergarten has its own jackets, panama hats that are distinctive from others in color, pattern, and certainly with the emblem of this kindergarten. They get used to stick together as one group, one family. All secondary schools and higher educational institutions have their own banners and hymns. The beginning of classes, the opening of sports competitions is certainly accompanied by a solemn performance of the anthem and the removal of the banner. And, having come to work, they do not perceive the ceremony as ridiculous, but as a formal oath.

In some companies, robots are placed at the conveyor with similar urgency. They are given human names. Man and robot are in the same family. The goal is to prevent the emergence of new Luddites, who broke machine tools and machines during the industrial revolution of the late 18th and early 19th centuries. The Luddites naively believed that the cause of unemployment was machine tools and machines. It must seem to the current worker that destroying robots is the same as raising a hand against a brother. The creation of "thinking" mechanisms is faster than human consciousness. After the completion of the morning ritual, the shop manager addresses the robots with the same parting words as he does to the workers, and bows as lowly to the robots as to the staff.

Student 6 : Identification with the firm. The company is me.

The ideal of the Japanese way of life has always been to serve in a large firm, such as Toyota or Nissan, because the success of the firm automatically extended to its employee. Thus, the outlook of any Japanese clerk fit into the formula: “The company is me!”. The company will never betray the interests of the employee, but the employee will work hard at her like a beast. For example, Nissan can guarantee an employee a series of benefits: a birth allowance for each child, free overalls, cheap breakfasts, under the firm he can receive a large sum in the bank and, finally, a family vacation paid for by the firm in Hawaii after 30 years of impeccable service. But most importantly, the company provided him lifetime employment. Specializing from year to year, the employee became thoroughly aware of the features of the company. And if the company goes bankrupt, it means that everyone will go bankrupt together. The company has its own code<Appendix 1>. Assimilated the company's code of conduct, newly hired workers attend special classes in which they are indoctrinated. “If you made an accidental mistake, the firm will forgive you. If you deviate from the moral code of the company, you have no forgiveness.” An employee of the company who sincerely accepted these ideas is capable of maximum labor productivity, of taking the initiative, without waiting for instructions from above.

Student 7 : Honesty

In general, the future of children in Japan depends very much on their parents, but not on their wallet, as in the West, but on their reputation and morality. If there is a wormhole of an immoral act on the family's genetic tree, punishment overtakes the descendant decades later. He carries away the seal of unreliability into the future of himself and his children, and a fat cross is a priori put on his social career. Shocked by the ruthlessness of Japanese morality, the Russians asked one of the representatives of the Toyota company, in the memory of which computer the misdeeds of citizens are stored. The answer was the following. “That data on any job applicant can be obtained from special candidate research services. Japanese society is special. What is scary here is not that you will be put in jail, but that society will turn away from you. Public censure is the highest form of punishment in Japan, and in the hearts of well-meaning citizens, the thought of it instills sacred horror. Such intolerance of society to moral transgressions leaves the Japanese no choice but impeccable honesty. Honesty is also a spring in a well-oiled business relationship. That is why it is so difficult to deal with the Japanese: having once lied or not fulfilled the promise, you can safely bury the prospects for further cooperation, even if out of politeness you will not be told this. The honesty of the Japanese for a normal person is discouraging. In a Japanese restaurant, you can pay for lunch not with money, if you suddenly forgot it at home, but simply with an inscription on a piece of paper indicating the company in which you serve. The very fact of belonging to the company is a guarantee of the client's integrity. (examples are given).

Teacher: The result of all these spiritual values ​​is Japanese workaholism. Labor is the foundation! We Asians will blow your nose white in the field of science and technology. Morning in the field of economics, because we are hardworking, and you are not. Japanese industriousness! - the owner screams. In England lectures are given on Japanese industriousness. In Germany they put on plays about Japanese industriousness. It should not be forgotten that Japan is a country where silence is considered more eloquent than words, and where, before cutting off, they measure not 7, but 77 times. Japanese industriousness- these are computers with which the 40-storey Toshibo office is stuffed from top to bottom and with which thousands of employees habitually work without an avalanche of papers. Japanese industriousness- this is work at the Nissan company, which is engaged in welding, painting and God knows what else; and color television, which gives such a clear image that one cannot help but admire; and high-speed express trains rushing at a speed of 300 km per hour. Japanese industriousness- this is a country of creative thought of incessant technical research, this is a reasonable approach to business - starting from major decisions and ending with seemingly trifles. And finally Japanese industriousness - it is high quality. When a car that has rolled off the assembly line is beyond repair, as in Toyota and Nissan. When each section of the conveyor produces 100% quality.

A kaleidoscope of Japanese goods - new products (students about Japanese goods).

Teacher: It is rightly noted that a guidebook is required for a close acquaintance with Japan, because some aspects of Japanese reality white spot on the carriage of our knowledge. Much is incomprehensible, much is opposite. There is even an old joke: “When we enter a house, we take off our hat – the Japanese take off their shoes. We are more accustomed to personal responsibility for the task assigned, the Japanese - collective. A Russian mother, wanting to rein in an excessively naughty child, usually scares: “Look, you won’t leave the house anymore.” In a similar situation, the Japanese mother resorts to a completely opposite threat: "Look, you will not enter the house again." Having declared our love, we throw ourselves into each other's arms, the Japanese turn their backs to each other. Strict, we lead the planer away from us, and the Japanese - to ourselves ”

Story guest, an eyewitness who was doing an internship at an enterprise in Japan.

The final word of the teacher: You can talk about Japan endlessly and about the quality of goods too. From everything that has been considered here, I think you have answered yourself the question that I asked at the beginning: “Why was Japanese quality discussed at our event today?” Currently, many people have the opportunity to visit different countries and compare their theoretical knowledge with reality. And I would like to finish our event again with the words of V.I. Lenin "To scoop good things from abroad with both hands." Our country, Russia, is a highly intellectual power with great potential. And we are no worse than the Japanese. We are not inferior either in intellect, or in spirituality, or in cunning. We should get rid of our carelessness, laxity - and we will live no worse than the Japanese. And for this we need to start with ourselves, and not from Monday, but from tomorrow: to study above abilities; work conscientiously; do not take anything from someone else; every day to affirm oneself in this life, for the benefit of the family and our Motherland. After all, the future of Russia and the health of the nation depends on your knowledge and work.

And in memory of this meeting, we will present paper cranes, a symbol of life in Japan, to all those present. The continuation of the event is a Japanese tea party with a Russian bite.

There is no general management theory suitable for all times and peoples - there are only general management principles that give rise to Japanese, American, French or German management systems with their own unique features, since they take into account certain national values, features of national psychology, mentality, etc. d. Japanese management system recognized as the most effective in the world and the main reason for its success - the ability to work with people.

Japan was the first in the world to develop modern management with a "human face", involving all employees in the activities of enterprises and firms, in the manufacture of high-quality products at low costs. In a country poor in natural resources, the principle is traditionally cultivated: "our wealth is human resources", in accordance with which conditions are created for the most efficient use of these resources.

In recent years, there has been an increase in interest in Japanese forms and management methods, as the rapid successful development of this country has allowed it to take a leading position in the world. Japan is the world's largest car manufacturer; dominates the production of almost all categories of mass semiconductor microcircuits; recognized as the most competitive country in the world; occupies a leading position in ensuring literacy, social policy, quality of life. These and other successes are largely due to the high level of management, the founders of which were Matsushita, Kurata, Ishizaka, Honda, Morita, Ibuka and etc.

Japanese control system developed partly under the influence of local traditions, partly as a result of the American occupation after the Second World War, partly as a reaction to the need to combat poverty and devastation after the war.

The process of formation of Japanese management was influenced by American management ideas. Yes, the most important Japanese management idea the idea that an employee should work for one firm all his life is of American origin, but in Japan this idea has a huge effect.

Paragraph 2.
Integrated quality management; Kanban system and quality circles

The organizational and technical content of Japanese management includes a system Kanban (just in time) integrated quality management, focus only on the consumer, methods of "participating management" and "forward thinking", flexible organizational structure, management control system, etc.

For the first time, the Kanban system was developed and applied in the automobile company "". The essence of this system is to abandon the production of products in large batches and the creation of a continuous-line multi-subject production of products of different models; at the same time, the supply of plots is carried out in such small batches) that, in essence, it turns into a piece.

The meaning of work on the Kanban system is that at all phases of the production cycle, the required assembly or part is delivered to the place of the subsequent production operation “just in time”, i.e. exactly when it is needed, and finished products are produced and sent at the very moment when they are needed in the distribution network.

The performer of each operation must consider the performer of the subsequent operation as his consumer and carry out his part of the production process with particular care.

The Kanban system provides for the fulfillment of production orders not by weeks, but by days and even hours. At the same time, the dispatching of orders is carried out by the workers themselves. The Kanban system provides for a reduction in the volume of processed batches, a reduction in backlog, the practical elimination of work in progress, and a minimization of inventory. As a result, most of the storage facilities are being liquidated and production areas that were previously used to accommodate the backlog are freed up.

The main advantage of the Kanban system is its simplicity, but it is by no means easy to implement. For example, the use of this system is practically impossible without a significant reduction in the time of changeover and re-equipment of production equipment, as well as without the fulfillment of a number of other preconditions, the achievement of which became possible only on the basis of scientific and technological progress. The use of the Kanban system is costly, but after its implementation, the costs are more than paid off and a great economic effect is achieved through the rational use of materials, increasing labor productivity and product quality.

It is impossible not to mention another system connected together with the Kanban system - integrated quality management. Having a positive influence on each other, in total they give a synergistic effect.

No country in the world pays as much attention to production efficiency and product quality as Japan. It is part of the way of life of the population of the country. As the Japanese say, "quality is a state of mind, productivity is a way of virtuous behavior."

Leading Japanese firms are consumer-oriented. In this regard, we note that Russian new entrepreneurs often seek to sell what they have. The real market is formed by those businessmen who sell goods and services that consumers need, and not at all what they managed to produce or get for sale.

The main provisions of the Japanese experience of quality management according to the Kanban system in combination with integrated quality management can be briefly formulated with the help of a Japanese saying: “Avoid Muri, Muda, Mura”, i.e. surpluses, losses and unevenness.

The fundamentally important provisions of the Japanese quality management experience in combination with the Kanban system are the following:

1) high quality products in Japan is the fundamental principle of Japanese management. "Quality First!" is not just a slogan, but a strategy for organizing production. Quality assurance is paramount, and production volume is only second. In the name of quality assurance, workers are given the right to stop the production line if they do not have time or cannot do their job well. Here, production is planned based on underutilization of capacities so that there is time during the work shift to solve emerging production problems, and until the causes of the marriage found in a particular area are identified, production in previous areas is stopped in order to prevent the release of defective products;

2) refusal to release unnecessary, superfluous products in the name of fulfilling the task, which leads to an increase in work in progress: “Do not do unnecessary work just so as not to be idle”;

3) the desire for dsbureaucratization, the elimination of excessive paperwork where it is possible to get by with an oral order by telephone; rejection of unnecessary administrative links, the presence of which complicates the decision-making procedure. As R. Schonberger points out, "the simplicity of the Japanese system does not tolerate unnecessary administrative links and bureaucratic red tape."

Most Japanese companies are characterized by the so-called flexible organizational structure: the employee must perform any work related to his duties: the content of the work is constantly changing; from the performers are waiting for suggestions to improve the work; there are few formalized instructions, and existing ones are not always followed;

4) ensuring the flexibility of production, its rapid adaptability to changing market requirements: the production of mixed models and the flexibility to use highly skilled labor due to the fact that Japanese workers, as a rule, own related professions; production of small cheap specialized machines instead of acquiring one large and universal one. Up to 40% of the equipment installed in Japanese firms is improved equipment designed or modified in-house.

At the functional divisions of the central administrative apparatus of firms, as a rule, special centers are created, which:

constantly study the demands and trends of the market development, requirements for product quality, develop quality standards taking into account the requirements of the market;

develop measures to improve products, conduct research related to the release of new products;

create models of new types of products, as well as develop production and technical criteria for the manufacture of high quality products at minimal cost;

evaluate the effectiveness of the functioning of the product quality control system in accordance with quality standards;

develop and implement sets of product quality standards for its installation, transportation, storage, repair, maintenance, etc.

The goal of the Japanese entrepreneur is to make the most of the skill, talent and ability of each worker. Therefore, the method of “participatory management” is applied based on “bottom-up” decisions, and each employee bears his share of managerial responsibility, which makes it possible to use his abilities most effectively. Decisions are discussed by all members of the team, made slowly, but implemented quickly (since everyone participated in its discussion). The quality of the solutions is high, and there are few errors, since a large amount of information is processed. The method of "participating management" causes an increase in labor productivity and an increase in product quality.

We also note the openness of information about the state of affairs and plans of the company, which allows developing cooperation between workers and the administration and establishing close interaction between teams of different services.

Japanese control system Quality means simplifying problems rather than finding complex solutions. A simple but effective approach to quality management developed by the company "" is used in other Japanese firms. The Spirit of Sony manifesto says that Sony is a pioneer and will never follow others ... Sony will always strive for the unknown.

The efforts of the head of this company, Akio Morita, who was responsible for the commercial side of the matter, and Masaru Ibuki, the technical director, turned a small, unknown company into one of the largest transnational corporations in the world. Moreover, not just a large company was created, but an innovative company. It was the first to launch mass production of a transistor radio and created the world's first home video recorder. A portable cassette player with headphones - an indispensable attribute of modern youth - is also the brainchild of Sony. Recently, this company has developed a technology for creating a TV with super high definition images.

Sony is at the pinnacle of scientific and technological progress and has produced more household appliances than other countries with their powerful research institutes and laboratories. An important role here was played by the so-called forward thinking - the most important quality of a true innovator.

Major industrial companies in Japan use a wide range of tools to attract workers and employees to innovative developments. At many enterprises, the so-called quality circles on a voluntary basis have become widespread. The circle, consisting of a small group of people, is called upon to voluntarily control the quality of labor and products at the enterprise where its members work. Members of circles should contribute to the development of the initiative of employees, create an atmosphere of creative search at the enterprise. A member of the circle is obliged to make a specific proposal for improving production at least once a month. A company-wide competition is organized between quality circles with monthly summing up and awarding the winners - for example, gold, silver and bronze medals, or the right to label products with their brand, or the right to participate in intra-company, regional and even international conferences on quality.

Quality improvement work in Japan has focused on expanding quality control methods. In this vein, Japan paid great attention to statistical control methods and in 1949 introduced the "Industrial Standardization Law". Such measures led to a sharp increase in the quality of products, but shortcomings were identified - often the principles of standardization in some industries were implemented formally, there was opposition to the introduction of statistical methods of control, and managers often did not pay due attention to quality control issues.

This changed in the late 1950s when a new value system emerged in the industry focused on increasing brand awareness. This required quality improvement, which naturally led to quality control by all employees of the company, from the worker to the manager. The period of mass training of workers in quality control methods begins. Then, as you know, all this resulted in a systematic and continuous system of educating employees in a respectful attitude towards the consumer and striving for high-quality labor results. In the early 60s, conditions were created in Japan for foreign trade and there was a need to improve the quality of Japanese goods to the world level. Many companies began to pay increased attention to quality issues and, as everyone knows, they have reached significant heights in this.

The main features of the Japanese quality management experience include:

• educating each manufacturer of a respectful attitude towards customers and consumers (“cult of the consumer”);

• actual implementation of the principles of integrated quality management;

• involvement in the process of ensuring and managing the quality of all employees of all departments of the enterprise;

• continuous systematic training of all employees of the company on issues of quality assurance and management;

• creation and effective functioning of a wide network of quality circles at all stages of the life cycle of products and services;

• establishing and maintaining a solid quality assurance system;

• application of the most advanced control methods, including statistical ones, during quality control, with priority control of the quality of production processes;

• creation and implementation of carefully designed comprehensive plans for quality control and their implementation;

• application of advanced technologies in production;

• the use of a developed system of propaganda of the importance of high-quality products and conscientious work;

• strong state support for improving the quality level and ensuring the competitiveness of Japanese goods in world markets.

The most important features of quality management in Japanese firms are:

• collection and use of data on the quality of products in use from consumers (“product traceability”), not only of their own, but also of competitors;

• prompt introduction of new and modernized technologies into production.