Made in Japan "Whole"-istically

Item #P102 VHS video - $398.00 58 minutes

If you want to know why the Japanese have been so successful, this videotape is for you.

Many American Companies have copied Japanese practices, but without sustained business success. Their successes have often been temporary because the companies didn't understand the theory behind the practices.

This videotape explains the heart of the Japanese management attitudes and principles, principles which are key to Japan's worldwide leadership in so may product areas. These principles can work in the U.S. and work for you.

An understanding of these attitudes and principles shows you why the Japanese have been successful. You too can move toward business practices that will be more productive for you. The insights here can help any manager in business today.

Kosaku Yoshida, professor at California. State University, was the first Japanese to study in America under Dr. W. , Edwards Deming, who transformed Japan's thinking about quality in the
1950s. Yoshida earned his Ph.D. under Deming at N.Y.U. in 1975. Yoshida, in a Newport Beach, California,
DEMING Seminar speech, shows you: .

  • The major differences in Japanese. and American thinking patterns
  • What the Japanese learned from the Americans.
  • What the Japanese can now contribute to American thinking
  • The differences between American analytic and Japanese holistic approaches.
  • How Japan's greatest Samurai swordsman used holistic thinking
  • How we can combine Japanese holistic and American analytical viewpoints for greater success
  • How to think Japanese-style, with the "heart-eye"
  • Why the totality is not the sum of its individual parts; it's more
  • Japanese vs. American understanding- of the corporate objective
    • The distinction between acceptable and desirable and .How that affects quality
  • Why acceptable quality is inferior
  • Why the Japanese haiku and Japanese brush painting tell you .How the Japanese think
  • Why it's necessary to focus on the invisible process rather than the visible individual pieces: worker, product, output
  • Why Americans seek "Who did it"when there are problems
  • Why we must work for desirability rather than acceptability
  • How rating creates competition
    • inside the organization
  • How the Japanese automobile industry uses suppliers to help cut time to market by 50%
  • Competition vs. Cooperation and why some competition is an old fashioned notion
  • Why the Japanese have historically discouraged competition
  • Why it's dangerous in Japan for individuals within a company to compete with each other
  • How we dissipate our energies fighting ourselves instead of competing with the Japanese
  • Why any management which encourages competition among its workers and managers is avoiding its managerial responsibility.

Any manager interested in continual improvement, in quality, and who wants to succeed in today's global economy can profit from Dr. Yoshida's
Back to Deming page  

 

Home
New Items
To Order
Contact Us
Search