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Japanese manufacturing: Strategy and practice
A C u r r e n t A w a r e n e s s Service f o r L o n g R a n g e P l a n n i n g the growth and decline of particular cities are very complex. Three elements in this include the inaccuracy of the view that innovation causes economic growth, information technology innovation production will not cause an upswing, and employment growth is the result of decentralization often of the routine. BURROWS, B. Milton Keynes: A Model for Regenerating our Cities? Long Range Planning, 20 (1), 67-77 (February 1987). The philosophy behind the plan of the Milton Keynes Development Corporation, published in 1970, was to establish an overall strategy, including the allocation of areas for employment, housing and open space. Attracting private investment to continue growth and provide houses, factories and offices became the new priority. The Milton Keynes strategy drew together all the elements necessary in a successful city. The priorities could be the same for any regeneration project, and could be particularly applicable also to inner city areas. PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--MANUFACTURING DUDICK, T. S. Why S G & A Doesn't Always Work Harvard Business Review, 87 (1), 30-36 (January-February 1987). With global competition increasing, American manufacturers are scrutinizing their non-manufacturing costs more closely than they have in the recent past. It is not unusual for selling, general and administrative (S G & A) expenses to approach 50 per cent of a company's manufacturing costs. With more accurate cost and profit measures, management can know which areas deserve corporate attention. PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--BANKING BRYAN,L. U The Credit B o m b in Our Financial System Harvard Business Review, 87 (1), 45-51 (January-February 1987). The U.S. credit system has become unsound as a result of supply outstripping demand and too much capacity chasing too little quality credit. Many poorly managed deposit institutions have chosen to take on high credit risk. The answer lies in changing the tools for managing the American monetary policy. PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--JAPAN ALDEN, V. R. Who Says You Can't Crack Japanese Markets? Harvard Business Review, 87 (1), 52-56 (January-February 1987). Just as Japanese companies have made inroads into U.S. domestic markets, so American companies have sold significant amounts in Japan. These companies have learnt that increased market share does not come gift-wrapped; it has to be earned. Some basic rules are described.
COSIER, R. A. and DALTON,D. R. Search for Excellence, Learn from Japan--Are these Panaceas or Problems? Business Horizons, 29 (6), 63-68 (November-December 1986). Two different answers have been given to the problems
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confronting American business: follow the path to excellence by acquiring certain attributes, or counter the Japanese challenge by adopting Japanese management techniques. These answers may be appropriate to some phases in the development of a business. Using them, however, at the other stages of development may result in, rather than remedy the problems.
BOLWIJN, P. T. and BRINKMAN,S. Japanese Manufacturing: Strategy and Practice Long Range Planning, 20 (1), 25-34 (February 1987). Fundamental economic and social differences between Japan and the West make it impractical to try to imitate Japanese company practices, particularly in the consumer electronics assembly industry. While the requirements of Japanese factories are very recognizable to westerners, the methods of achieving these requirements are quite unlike ours. The design and layout of factories is geared to large-scale farming-out of subassemblies, modular product design, automation, unique training programmes, quality circles and managers held responsible for group morale. DOWLING, G. Buying is Marketing Too---Japan's Influence on the Australian Coal Trade Long Range Planning, 20 (1), 35-43 (February 1987). The Australian coal industry has emerged from a decade of crises in the oil sector to become the biggest supplier of coal to the world's biggest importer, Japan. The industry is now characterized by the production and sale of higher tonnages at lower prices, lower company profits and lower employment levels. Both Japan and Australia have commercial and political reasons for maintaining this coal trade. Japanese trading houses have played a dominant role. Australians have let Japanese buyers take the lead in marketing activities such as product blending, pricing, distribution and establishing a market information system. PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--HEALTH CARE
HERZLINGER,R. E. and KRASKER,W. S. Who Profits from Non-Profits? Harvard Business Review, 87 (1), 93--106 (January-February 1987). For years, it was accepted that non-profit hospitals in the United States delivered the best health care services. Now questions are being raised. The hospital sector is only part of the debate about privatization that affects many industries all over the world. A study was undertaken to see what lessons could be learnt. The results are important for public policy.
PLANNING IN SPECIFIC COMPANIES A N D SITUATIONS--AU DIT
MUCZYK,J. P., SMrna, E. P. and DAVIS, G. Holdings Accountants Accountable: Why Audits Fail, H o w They Can Succeed Business Horizons, 29 (6), 22-28 (November-December 1986). It takes a skilled and streetwise team to audit the books of crafty management. An examination is made of some of the reasons that audits fail. Some sophisticated strategies are recommended which will make them succeed. The cost of failed audits must be weighed against the costs and benefits of audits that are accurate.
COSIER, R. A. and DALTON,D. R. Search for Excellence, Learn from Japan--Are these Panaceas or Problems? Business Horizons, 29 (6), 63-68 (November-December 1986). Two different answers have been given to the problems
129
confronting American business: follow the path to excellence by acquiring certain attributes, or counter the Japanese challenge by adopting Japanese management techniques. These answers may be appropriate to some phases in the development of a business. Using them, however, at the other stages of development may result in, rather than remedy the problems.
BOLWIJN, P. T. and BRINKMAN,S. Japanese Manufacturing: Strategy and Practice Long Range Planning, 20 (1), 25-34 (February 1987). Fundamental economic and social differences between Japan and the West make it impractical to try to imitate Japanese company practices, particularly in the consumer electronics assembly industry. While the requirements of Japanese factories are very recognizable to westerners, the methods of achieving these requirements are quite unlike ours. The design and layout of factories is geared to large-scale farming-out of subassemblies, modular product design, automation, unique training programmes, quality circles and managers held responsible for group morale. DOWLING, G. Buying is Marketing Too---Japan's Influence on the Australian Coal Trade Long Range Planning, 20 (1), 35-43 (February 1987). The Australian coal industry has emerged from a decade of crises in the oil sector to become the biggest supplier of coal to the world's biggest importer, Japan. The industry is now characterized by the production and sale of higher tonnages at lower prices, lower company profits and lower employment levels. Both Japan and Australia have commercial and political reasons for maintaining this coal trade. Japanese trading houses have played a dominant role. Australians have let Japanese buyers take the lead in marketing activities such as product blending, pricing, distribution and establishing a market information system. PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--HEALTH CARE
HERZLINGER,R. E. and KRASKER,W. S. Who Profits from Non-Profits? Harvard Business Review, 87 (1), 93--106 (January-February 1987). For years, it was accepted that non-profit hospitals in the United States delivered the best health care services. Now questions are being raised. The hospital sector is only part of the debate about privatization that affects many industries all over the world. A study was undertaken to see what lessons could be learnt. The results are important for public policy.
PLANNING IN SPECIFIC COMPANIES A N D SITUATIONS--AU DIT
MUCZYK,J. P., SMrna, E. P. and DAVIS, G. Holdings Accountants Accountable: Why Audits Fail, H o w They Can Succeed Business Horizons, 29 (6), 22-28 (November-December 1986). It takes a skilled and streetwise team to audit the books of crafty management. An examination is made of some of the reasons that audits fail. Some sophisticated strategies are recommended which will make them succeed. The cost of failed audits must be weighed against the costs and benefits of audits that are accurate.