Team Culture Presentation: Manufacturing
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Transcript of Team Culture Presentation: Manufacturing
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TEAM CULTURE PRESENTATION:
MANUFACTURING
Roger Anderson
Leslie Burgy
Simonette Elgert
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Objectives
Provide an Overview of Hino Motors Manufacturing, U.S.A, Inc.
Discuss Hino Motors’ Management and Culture in terms of:Leadership and Management TechniquesMotivational Tools and TechniquesCommunication MethodsChange Implementation Practices
Compare and Contrast Manufacturing and Healthcare Leadership Cultures
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Hino Motors Manufacturing USA, Inc. A wholly owned subsidiary of Hino Motors,
Ltd. (Japan) and a Toyota Motor Company Primary business in USA is medium duty
trucks. Corporate office in Michigan, with three
assembly plants in California, West Virginia, and Arkansas
800 Employees in the USAhttp://youtu.be/oeSx-Wq6OWA - Youtube Link
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Leadership and Management Techniques
Vision and Mission Shared with All Employees
Operational Drivers Identified as “4 Pillars”
I. Offering Competitive Products
II. Expanding Overseas Operations
III. Boosting Productivity and Supply
Capability
IV. Training Trustworthy Personnel
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Leadership and Management Techniques
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Leadership and Management Techniques
Leadership style is driven by the parent culture, therefore is more autocratic.
Current senior leadership team is entirely Japanese, however the succession planning is directed at transitioning to a more domestic team.
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Motivational Tools and Techniques
This is an acknowledged area of difficulty for Hino Motors. Culturally, the need to motivate employees is not recognized (Cole, 1980, p. 27).
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Motivational Tools and Techniques
There is no budget for these activities, so simple recognitions are used such as birthday celebrations, “top dogs”, luncheons, and small prize raffles.
They are not certain these are effective.
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Motivational Tools and Techniques
In response to these difficulties, human
resources has instituted intermittent
walking rounds. Ironically, this has
backfired to some degree as some
associates have questioned the
authenticity of those they are
encountering.
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Motivational Tools and Techniques
Objective evaluation system used with
goal setting and revision. One-five scale,
however three is the maximum score given
and considered excellent.
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Communication Methods
Very deliberate and intentional steps taken in this area.
No formal offices/walls (transparency)
2 Email max, then call (relevant
communication)
Brief communication, use pictures where
appropriate (clarity)
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Communication Methods
Formal meeting schedule in place to facilitate standard communication. Timing depends on work unit/type:
Corporate: Monthly
Corporate Depts.: Weekly
Purchasing: Daily
Plants: Every 2 Weeks
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Communication Methods
External Communication Tools:
Corporate Newsletter/Brochure
Annual World Conference in Japan
Web Presence
Community Involvement
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Change Implementation Practices
Uses a Top-Down methodology
Some variation depending on local
governance and regulations
Very autocratic in general – no
formalized process for associates to
engage in performance improvement
outside of accepted tools.
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Change Implementation Practices
Sanctioned change management processes are rooted in
the Lean methodologies of Kaizen and the 5 S’s.
Kaizen: principle of continual improvement based on low-
risk, low-cost changes (Jacobson, McCoin, Lescallette,
Russ, & Slovis, 2009, p. 1342)
5 S’s: Sort, Set in Order, Shine, Standardize, Sustain
(Strouse, 2008, p. 56)
http://youtu.be/j3rg8PKIYgY
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Comparisons with Healthcare Culture
Manufacturing
-Autocratic
-Mission/Values
Stated
-Customer Focused
-Quality & Safety Focus
-Community Involvement
-Lean/Six Sigma
Healthcare
-Democratic
-Mission/Values
Stated
-Customer Focused
-Quality & Safety Focus
-Community Involvement
-Lean/Six Sigma
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References
Cole, R. E. (1980). Work, Mobility, and Participation: A Comparative Study of American and Japanese
Industry. Berkley: University of California Press.
George, M., Rowlands, D., & Kastle, B. (2004). What is Lean Six Sigma? New York: McGraw-Hill.
Jacobson, G. H., McCoin, N. S., Lescallette, R. M., Russ, S. M., & Slovis, C. M. (2009). Kaizen: A method of
process improvement in the emergency department. Academic Emergency Medicine, 1341-1349.
Schein, E. H. (2010). Organizational Culture and Leadership (4th Edition). San Francisco, CA, United States
of America: Jossey-Bass.
Strouse, R. (2008). Adopting a lean approach. EE-Evaluation Engineering, 56.
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QUESTIONS/COMMENTS?