1. Introduction
A report is based on my personal visit to a factory of the Mazak company, based in Worcester. The aim of this work is to evaluate processes within the company and to identify whether it is using Fordist practise or not. Mazak is privately owned by a Japanese family named Yamazaki. It is the world largest producer of sophisticated computer numerical control tools (CMC). It has 8 factories in places such as USA, Japan, UK, China and Pacific Rim. It employs around 6000 staff around the world. In the Worcester factory it employs around 500 people plus a number of contract workers. The company manufactures an extensive variety of products, and generates sales of over £3.5bn per annum. It operates within in a highly competitive
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There are several policies personnel employment policies in Mazak. For example the company does not use agencies to employ staff for permanent positions or to employ contractors. There are several reasons for this, firstly agencies are an additional cost and second the company has its own internal labour market. Only temporary staff are employed through agencies; but they are not a part of the Mazak company. Temporary staff form the peripheral workforce and are used to provide numerical flexibility; the concept of which was explained in the work of Tailby(2003). Problems of cultural difference:
Japan and England are totally different countries in different parts of the world, one is purely western and the other one is Eastern. People living in England and in Japan have a totally different culture, they were brought up in a different way and as a result they have different ideas, customs and expectations. To perform successfully in Britain, the local culture was studied and the companies policies were changed to match people’s expectations in Britain, however there is a mixture of cultures on the company’s site.
3. Production Line:
There are several departments on a production line, which are separated into different functional areas, with different workstations and teams. Machines at Mazak are transported by monorail, however they are not built on the production line formed by a single action assembly line as used in producing of cars, but only being
This essay aims to provide more information in regards to the differences between the Australian and Japanese cultures, as well as fundamental insights into Japanese business etiquette and highlight important steps for effective communication when making business in a foreign country. As the Australian entrepreneur and owner of ‘The Aromatic Condiment Shop’ Emily is looking to expand her business deals in Japan it is paramount to make a favourable first impression and understand key points to better navigate cultural differences and grow her business.
The cultural behaviors of the “American” or “Japanese” in the video do not accurately reflect business behaviors in these countries so please do not generalize based on the video. The video is meant as a classroom exercise to analyze a specific cultural encounter. Total 20 points.
Costco Wholesale Corporation operates an international chain of membership warehouses, which carries quality, brand name
One of the biggest needs for improvement was the assembly process. Although several changes were made throughout the years, quality and efficiency still fell below expectations. Hinrichs implemented the newly developed assembly which consists of two separate work stations that allowed operators in the adjacent stations to share the expensive balancer machine. These assembly cells were much more efficient as workers were no longer forced to wait for another person or machine in the process. Each cell was built like the other with quick turn set-up which created flexibility in the process while also reducing tooling inventory by almost a half. Now cells
The next big upgrade to the assembly line was in the decade of the War. This is when “robots” were first introduced to the assembly lines. This was developed by the vice president of manufacture, Delmar Harder. This was a chance to see what automation could possibly do for the line. These “robots” did not run purely by themselves, the workers still played a large role. With this new-found knowledge, Ford was able to open a self-regulating plant for sheet metal stamping.
All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.
This paper explores about the cultural differences between Japanese culture and Indian culture and how Reliance industries deal with Japanese cultural values while doing business in Japan. This study also reveals company’s market, pricing and positioning strategies.
There are significant cultural differences between Japan and the United Kingdom that need to be taken into account when doing international business. There are also a number of methods and systems by which these differences have been described. These include the Geert Hofstede cultural dimensions, Trompenaars seven dimensions of culture and the Globe Project's cultural dimensions. This paper will discuss these differences and similarities, and shed light as to the best approach to international business in these countries.
This paper provided an opportunity to take a deeper look into the country of Japan by conducting a Global Cultural Analysis. Throughout this paper the following four research areas were explored: 1.What is the major elements and dimensions of culture in Japan? 2. How are these elements and dimensions integrated by locals conducting business in Japan? 3. How does U.S. culture and business compare with the elements and dimensions of culture integrated by the locals conducting business in Japan? 4. What are the implications for U.S. businesses that wish to conduct business with Japan?
Making business abroad can be risky, but it can also be profitable for a company as well; thus the necessity to study in deep the country where the company will bring the business to. International companies are faced with many cultural challenges, when doing business across and inside of different borders. Identifying the significant cultural issues involved when evaluating the attractiveness of a particular location as a place for doing business can be crucial for a business. Aspects to consider when studying culture in a new place
One of the most important facets for a successful business in the twenty-first century is how it communicates with their customers, partners, suppliers and governments from different countries and cultures from around the world. For a business to operate with any modicum of success in Japan, you must possess a basic understand of how their society functions. As a result of learning about the geography, climate, history, religion, cultural rituals, politics, education system, and the role of the family; it will allow a business or business person the insight needed to understand how society functions and the method in which business is conducted.
In this assignment, we aim to investigate in which extent an organisation must appreciate cultural differences before entering a market.
2. When a company grows in size and makes the decision to expand internationally, it is vital for its image among current and future customers to complete projects effectively and on time. Furthermore, it is also likely that such an expansion would entail the representation of more than one culture among the workforce. Indeed, while many employees will be relocated from the home country, a further proportion will be hired from the host country. To facilitate the relations and
Culture and the environment affect a business in many ways. Culture is not simply a different language, a different shade of skin, or different styles of food. Culture, and the environment in which you are a part of, affect the running of day to day business operations of all companies’ day in and day out. This paper will assess how Linda Myers, from the article, “The would-be pioneer,” (Green, S., 2011) was affected by the huge culture shock of working for a global conglomerate from Seoul, South Korea. We will discuss what went wrong with Ms. Myers approach to business, Hofstede’s five dimensions of culture as it
Cultural issues different customers in the global market have different culture and this calls for a different strategy to handle their needs