Objectives Provide an Overview of Hino Motors Manufacturing,
U.S.A, Inc. Discuss Hino Motors Management and Culture in terms of:
Leadership and Management Techniques Motivational Tools and
Techniques Communication Methods Change Implementation Practices
Compare and Contrast Manufacturing and Healthcare Leadership
Cultures
Slide 3
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 Linkhttp://youtu.be/oeSx-Wq6OWA - Youtube Link
Slide 4
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
Slide 5
Leadership and Management Techniques
Slide 6
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.
Slide 7
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.
Slide 11
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
Slide 14
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.
Slide 15
Change Implementation Practices Sanctioned change management
processes are rooted in the Lean methodologies of Kaizen and the 5
Ss. Kaizen: principle of continual improvement based on low-risk,
low-cost changes (Jacobson, McCoin, Lescallette, Russ, &
Slovis, 2009, p. 1342) 5 Ss: Sort, Set in Order, Shine,
Standardize, Sustain (Strouse, 2008, p. 56)
http://youtu.be/j3rg8PKIYgY
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.