chinky pujara

8/3/2019 chinky pujara

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Good Afternoon everybody

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Heartly welcome all to our presentation



Meaning of Management

Louis.E.Boone and David: “Theuse of people and other resources

to accomplish objectives”.

Marry Parker: “The act of gettingthings done through people”.

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Management Process

INPUT PROCESS OUTPUT

Labour PlanningLand Organising Attainment of Capital Staffing organisationalOrganiser Leading goals.

Controlling

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1945 HIROSHIMA &NAGASAKHI BOMB BLASTPICTURE



MEANING OF JAPANESEMANAGEMENT

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A combination of management stylesthat emphasizes human relations andteam working and manufacturingtechniques such as just in timeproduction and total quality

management which is credited withbringing about the Japanese economicmiracle that began in 1960 ’s.

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History of Japanese management

Japan's culture developed late in Asianterms and was much influenced by china and later the west.

Early in Japan's history, society wascontrolled by a ruling elite of powerful clans.In the late 16 th century began a process ofreunification followed by a period of greatstability and peace.

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Japan rebuilt itself based on a new and earnestdesires for peaceful development, becoming an

economic superpower in the 2 nd half of the 20 th century.Flagships of Japanese economy provide theirworkers with excellent salaries, workingconditions and secure employment.

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History of Japanese management



SPECIAL FEATURES OFJAPANESE MANAGEMENT

Scientific selection processLifetime employmentSeniority systemContinuous training

Emphasis on group workDecision makingComplicated performance evaluationFather leadershipGood benefits for employeesSimple and flexible organization

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THE CONCEPT OF KAIZEN INJAPANESE MANAGEMENT

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Kaizen What Does Kaizen Mean?

KAI ZENTo modify, to change Think, make good,

make better

KAI+ZEN = change forbetter .

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Kaizen and Muda• Kaizen aims to eliminate Muda (means waste).

Waste

• Overproduction• Underproduction• Delays (waiting time)• Unnecessary movements• Defective products

• Misused resources• Etc.



5 main elements of Kaizen

TeamworkIndividual Discipline

Improved MoraleQuality Control Circles

Suggestions for improvement



Kaizen Stages

1. Establish a plan to change whatever needs to beimproved.

2. Carrying out changes on a small scale

3. Observe the results

4. Evaluate both the results and the process tounderstand the learning.



Immediate Benefits / Results

• Kaizen Reduces Wasteinventory, waiting times, transportation, employee skills,

overproduction etc.• Kaizen Improves

space utilization, product quality, use of capital,communications, production capacity and employeeretention.

• Kaizen Provides immediate resultsinstead of focusing on large, capital intensiveimprovements, Kaizen focuses on creative investmentsthat continually solve large numbers of small problems.



5-S The JapaneseManagementPhilosophy

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5S is a system to reduce waste and

optimize productivity throughmaintaining an orderly workplace andusing visual cues to achieve moreconsistent operational results.

Introduction



1.SORT Sort, the first S, focuses on eliminatingunnecessary items from the workplacethat are not needed for current productionoperations. An effective visual method toidentify these unneeded items is called“red tagging”, which involves evaluatingthe necessity of each item in a work area

and dealing with it appropriately.

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Set In Order focuses on creating efficient

and effective storage methods toarrange items so that they are easy to use and tolabel them so that they are easy to find and put

away. Set in Order can only be implementedonce the first pillar, Sort, has cleared the work area of unneeded items.

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2. Set In Order



Standardize, the method to maintain the first three

pillars, creates a consistent approach with whichtasks and procedures are Done. Some of the toolsused in standardizing the 5S procedures are: job

cycle visual charts, cues. The second

part of Standardize is prevention preventingaccumulation of unneeded items, preventingprocedures from breaking down, and preventingequipment and materials from getting dirty.

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4. Standardize



Sustain focuses on defining a new statusquo and standard of work placeorganization. Without the Sustain pillar theachievements of the other pillars will not lastlong. Tools for sustaining 5S include signs and

posters, newsletters, pocket manuals, team andmanagement check-ins, performance reviews,and department tours.

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5. Sustain



WHAT MAKESJAPANESEFIRMS

SUCCESSFUL?29



1. complex interaction of macro and micro variables2. favorable government policy

3.cultural factors are the predominant cause

4. establish a “winner„s competitive cycle”.

5. higher rate of investment

6.Price cutting

7. Capacity expansion

8. Advertising

9. Product development 30

O A O S/ O C O



OPERATIONS/PRODUCTIONMANAEMENT 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 andimprove productivity.

2. Subcontracting : To secure punctual and regular supply of quality parts and semi

finished products from subcontractors at various levels, largecompanies provide smaller ones with technical, managerial andfinancial 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 byQuality. This does not mean controlling the quality butrather managing the company with the "Quality First“

concept.



American Versus Japanese

Management PracticesMAJOR DIFFERENCE

American are performanceoriented unlike Japanese who are

perfectionist

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American Practices Japanese Practices

PLANNING

1. Short term orientation2. Individual decision

making3. Decision flow from top to

bottom4. Fast decision making but

slow implementation

PLANNING

1. Long term orientation2. Collective decision

making3. Decision flow upward4. Slow decision making

but fast implementation

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Comparison (cont’d)

• ORGAINISING • ORGAINISING

1. Individual responsibility

2. Emphasis on formalstructure

3. Common organizationculture lacking

1. Collective responsibility

2. Emphasis on informalstructure

3. Common organizationalculture and philosophy

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Comparison (cont’d) • DIRECTING • DIRECTING

1. Individual motivation2. Leader as decision

maker3. Top down

communication4. Emphasis on written

communication

1. Group motivation2. Leader as group

facilitator3. Bottom up

communication4. Emphasis on face to

face communication

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Comparison (cont’d) • CONTROLLING • CONTROLLING

1. Control by superior2. Control of individual

performance3. Limited use of quality

control circle

1. Control by peers2. Control of group

performance3. Extensive use of quality

control circle

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CONCLUSION

The Japanese management isgaining importance because it

deals with the process ofplanning, organizing, staffing,leading and controlling is

better than othermanagements….



THANK YOU

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