Technology of mechanical manufacture, Uncategorized

【Workplace Story】Continuous management of the mind allows you to have unexpected results


– What is “psychic management”? Inoue Kazuo explained this: “My business is a ‘heart-oriented’ business. In other words, my business is centered on how to build a solid, trusting people and people within the company. The relationship between them is such a central point.” parts for trucks

At Kyocera Group, Inamori Kazuo has indeed carried out many forms of “spiritual management” practices.

For example, internal corporate friendship activities. In his early years of business, Inamori Kazuo liked to invite staff to go to the bistro to narrate. Later, similar activities also became a common mode of Kyocera’s internal friendship – dinner party. parts for trucks

The dinner party will be held 2 to 4 times a year, and will be increased when there are major celebrations. At the party, the cadres and employees toasted each other and exchanged their opinions. Every time Daosheng Hefu will participate, and he always goes to the middle of the crowd to ask everyone about the work situation and problems, and to openly express his own opinions and try to find a solution to the problem.

Fellowships not only talk about work, but also talk about family affairs and talk about life. Inamori Kazuo hopes that everyone will receive care and affection in equality and friendship and resolve certain contradictions.

Of course, Inoue Kazuo’s spiritual business is not limited to this form of care. He believes that the key to mind management is how to treat employees.

Inamori Kazuo regarded all employees as comrades and partners, so that all employees enjoy Kyocera’s shares. Even on two occasions, he gave away hundreds of millions of yen worth of his own stock to some of the less paid workers. parts for trucks

Not only that, Kyocera has never been unfair in terms of welfare. When Kyocera’s employees die, the money they receive from their families is astonishingly high. The pension is up to 8 million yen, and if the employee has children, 60,000 yen orphanage allowance may be withdrawn each month until the child reaches 18 years of age.

If the day-to-day “mind management” has already made employees feel warm, then when the company is facing a major crisis, Inamori’s “spiritual business” is even more shocking and moving.

In 1973, when the global oil crisis broke out, Japan, where energy was scarce, was greatly threatened. By 1974, a large number of companies in Japan had closed down, and hard-line maintenance had also had to lay off large numbers of employees.

The situation of Kyocera is also very sluggish and profits have been greatly reduced. But Inamori Kazuo enthusiastically announced at the staff meeting: “In the face of the difficult glacial era, even if we rely on the moss on the tundra, we must survive. The company will never cut down its employees.” parts for trucks

The listener is all moving. The steady and rapid development of Kyocera over the years has contributed to Inamori’s “spiritual management”.

The most prominent manifestation of the “mind management” effect is reflected in the management of companies from overseas mergers and acquisitions—which is usually considered the most difficult.

In 1971, Kyocera bought the San Diego plant of American Express, which was at a loss. Inoue Kazuo has successfully dispatched “goers” to participate in operations, but disputes continue because of different ways of thinking between the United States and Japan.

The employees also did not cooperate and were passively absent. The factory deficit was small at first, but it soon rose to 200,000 U.S. dollars per month. Inamori Kazuo personally went to practice his “spiritual business” in a different place. He believes that the nature of human minds will not be different because of the regional differences between the East and the West. parts for trucks

First of all, he replaced all the cadres in the factory with Japanese.

“We worked hard!”

Before starting work, U.S. employees began to hear greetings that made them surprised, which even scared them. Young Japanese managers and workers, like their workers, wore “blue-collar” factory uniforms, shared the hardships of workers, and really got close to the hearts of workers.

When the performance of the factory gradually increased, Inagawa Kazuo began his first dinner party here. He bought a lot of pizzas and workers for a meal together. This is very rare in the United States. parts for trucks

The next day, the workers took their own dishes to entertain their president. Since then, popular events in Japan, such as celebrating birthdays for workers and celebrating newly-married workers, have become popular in the San Diego factory. Monthly attendance awards, monthly rewards for outstanding workers, and half-yearly dinner parties have also been transplanted from Japan.

And the sharing of profits is more praised by American workers. After the factory’s performance was improved, Inamori Kazuo distributed 20 percent of his monthly sales to employees as a bonus. Until then, such things were unheard of in the United States.

The employees of the San Diego plant quickly realized that the development of the company is closely linked to their own happiness. In less than a year, the settlement account of the factory was written from black to black. Inoue Kazuo’s “spiritual operation” once again worked. parts for trucks

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