A new great opportunity for managers

Larry Fink, chairman of Blackrock, one of the largest investment firms in the world overseeing 7.6 trillion in investments last year told his group, "You must become socially responsible, profits are great but you must serve your customers better, train your employees better, work with your suppliers better, help with your community and the environment and also make profits.  If you don't I will sell your stock.

This past August, 181 out of 200 top corporations, members of the Business Roundtable, agreed to change from "profits only," to become socially responsible. 

This is a great opportunity for managers to become great new leaders. Now the managers all know that they must get profits but do you know how to get your company to become socially responsible?  It is a whole new "ball game," and requires new leadership. It requires new skills.

We will help you. I published over 250 management books including those of Ohno and Shingo. I personally met and learned from Deming, Juran, Crosby, Drucker and dozens of other great management masters.  Their genius has rubbed off on me and I want to rub it off to you.

Sign up for my blog.  I will share it with you. 

Climate change?

Maybe the world has a climate problem?  Maybe?  Should we gamble or really do something about our globe?

Australia sizzles through record heat wave as Sydney faces ‘catastrophic’ fire danger

Yet another day rivaled Australia’s hottest day ever recorded. - December 20, 1019 

118.2 degrees (47.9 Celsius)

"Scientists who assess the planet's health see indisputable evidence that Earth has been getting warmer, in some cases rapidly. Most believe that human activity, in particular the burning of fossil fuels and the resulting buildup of greenhouse gases in the atmosphere, have influenced this warming trend." - National Geographic Magazine

Power in knowing how to use books in study groups

In 1981, I led a two-week study mission to Japan. Jack Warne, VP Manufacturing, subsequently president of Omark Industries, was included. 

During the first week, I was embarrassed as Jack continually said, "I don't see what the Japanese are doing that is so special. My Omark plants are better." 

On Tuesday of the second week, we visited Nippon Denso, a large supplier to Toyota and Jack's attitude completely turned around as he saw a magnificent plant with quick change over, mix-modeling and other Toyota techniques. At the end of the visit, "Mr. Ohta, plant manager, gave us a sheet of paper written was, "The Study of the Toyota Production System by Shigeo Shingo published by Japan Management Association (JMA)."  I didn't know really what that meant but on arriving into Tokyo from Nagoya, I called JMA and found out it was a new book in English.  I asked my group of around 12 people who wanted a copy of the book; only Jack wanted one.  Both Jack and I did the exact same thing,; we read the book on the airplane coming home from Japan and we ordered 500 copies; I for my newsletter subscribers; Jack to give to his managers and engineers.

I subsequently, sold over 35,000 copies to my newsletter subscribers and Omark became the best JIT/Lean company in America. 

From INC. Magazine:
May 1, 1984

Why Everybody's Talking About "just In Time"

A new approach to reducing costly inventories may seem like a lot of common sense, but for many U.S. companies, it is revolutionizing the way they run their plants.
Go there and read this May 1984 article: (https://www.inc.com/magazine/19840301/9715.html) and see what Omark did from reading Shingo's books in study groups. Then ask yourself now in 2019 are you as good with your Lean efforts as Omark was over 35 years ago.  And if not, ask yourself, why not?
First, Jack had every manager and engineer trained in Value Analysis/Value Engineering and then simply asked the 500 people to read the book in study groups; one person read a chapter and taught it to their group; asking, "How can we use this new information at Omark?
Omark became the best JIT company in America and saved millions from just reading a book.  Why can't you do the same?

CEO's new commitment is a Revolution in Management in America

181 CEO's from America's top corporations stated that they will no longer just focus on profits for shareholders but that they will now become more socially responsible. The world of work is about to change.  It can be 100% better.

In 1970, Milton Friedman, noble prize winner, in his Friedman Doctrine, or Shareholder Theory, held that a firm's main responsibility is to its shareholders. This approach views shareholders as the economic engine of the organization and the only group to which the firm is socially responsible. As such, the goal of the firm is to maximize returns to shareholders. Friedman argued that the shareholders can then decide for themselves what social initiatives to take part in, rather than have an executive the shareholders appointed explicitly for business purposes decide for them.
 During the last 50 years, the leaders of our top corporations have done a fantastic job in delivering profits.  Some of them are even bigger economically than many countries. Apple, Inc.’s net worth is 750 billion dollars. That is more than the value of 171 countries out of 200 countries in the world. only 29 countries are richer than Apple. Just 9 of the world's richest men have more combined wealth than the poorest 4 billion people. Bill Gates has more money than the national wealth of 38 different countries. 

But just this summer our top leaders made a new commitment to become more socially responsible:

• I.    Delivering value to our customers. We will further the tradition of American companies leading the way in meeting or exceeding customer expectations.

• II.   Investing in our employees. This starts with compensating them fairly and providing important benefits. It also includes supporting them through training and education that help develop new skills for a rapidly changing world. We foster diversity and inclusion, dignity and respect.

• III.  Dealing fairly and ethically with our suppliers. We are dedicated to serving as good partners to the other companies, large and small, that help us meet our missions.

• IV.  Supporting the communities in which we work. We respect the people in our communities and protect the environment by embracing sustainable practices across our businesses.

• V.      Generating long-term value for shareholders, who provide the capital that allows companies to invest, grow and innovate. We are committed to transparency and effective engagement with shareholders.

• 
  

This is wonderful. But, how will they do this?  They will not give up their multi-million dollar salaries!  They will not give up the thrust for profits! Every dollar they spend on customer service, on employee training and skill building, on improved supplier relations, and on the environment will reduce their profits. Unless they can do it all and improve their efficiency at the same time,

We know it can be done.   Every supervisor - every manager will have to change their style and to re-examine what and how they lead.  Imagine that "customers are King/Queen again." Employees are to be developed, not monitored like school children, suppliers are to treated like partners and we all begin to recognize what we have been doing to destroy the earth.

Stay tuned - we will help make it happen.

I love this - No HoRenSo

Horenso is Spinach in Japanese, but it is a word to represent a management principle.  Japanese management is often called "consensual or consensus."

If you want to do something new when you work in a Japanese company, you are asked to:
Ho - Report your idea to someone else - to your group.
Ren - Communicate your idea to others on your team.
So - Consult with others.

They want you to discuss your idea with others before you implement it.  It is as if a group of brains is better than one alone.

However, there is one company in Japan where Horenso is not allowed. Akio Yamada was the president of Mirai Industry and insisted on No Horenso. He said, if you want to do something
new and different than do it on your own. "Trust yourself" he said, "you know your work better than anyone else." Mirai is probably the most successful company in the world for a company its size with around 1000 employees. More patents, higher salary, more vacation days, less work days, than anyone else. He said, "if you make a mistake we will give you $6 for every mistake, but don't ever make the same mistake again."

I published his book The Happiest Company to Work for. You can get the book for free on Amazon Kindle if you have their unlimited membership or pay $9.99 for it. It has 100 points for you to read on what makes this the happiest most successful company in the world.

Trust me,

https://www.amazon.com/Happiest-Company-Work-Akio-Yamada-ebook/dp/B01MR863V0/ref=sr_1_1?keywords=akio+yamada&qid=1572229493&sr=8-1 

read it.  I fully guarantee it.

Do you know the value of your employees?

What are the primary responsibilities of a manager?

1. To develop their employees to their maximum creative ability.
2. To recognize the obvious talents and hidden talents of their employees and inspire and help them to grow.

I have known and liked Todd for a number of years.  He works at a local food store. He is friendly and knowledgable.  Over the last few years, I have been teaching him the Harada Method.  Most recently, I discovered that he had an amazing talent to help me to market and develop my Harada Method App. He is great and I fully appreciate his assistance.

The question is, why doesn't his manager know and recognize his abilities and utilize them for his company?  He could surely help them expand in their market.

Managers mostly are happy if people just do their job, period.