Transcript 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 Techniques
Motivational Tools and Techniques
Communication Methods
Change 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.