TEAM CULTURE PRESENTATION:

MANUFACTURING

Roger Anderson

Leslie Burgy

Simonette Elgert

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

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

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

Leadership and Management Techniques

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.

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).

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.

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.

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.

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)

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

Communication Methods

External Communication Tools:

Corporate Newsletter/Brochure

Annual World Conference in Japan

Web Presence

Community Involvement

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.

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

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

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.

 

QUESTIONS/COMMENTS?