Honda’s Global Local Corporation by Andrew Mair (auth.)

By Andrew Mair (auth.)

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Ironically, such issues attract public attention in part precisely because of the poor past records of multinational enterprises based in North America and Europe, which have sometimes climbed the multinational ladder from exports to full local production only after considerable resistance and accompanied by considerable political pressure, or, if they have taken over existing local firms, have not always behaved responsibly towards their new assets. TRANSFERABILITY OF JAPANESE MANAGEMENT TECHNIQUES AND JAPANIZAnON The management techniques used in the Japanese automobile industry have been widely recognized to be currently the world's best.

Some processes now take place on three or four floors as the factory has grown upwards. Much subassembly work has been decanted out to parts makers in order to use the assembly plant only for an expanding final automobile production process. This has required upgrading the capabilities of the parts makers. Adoption of doors-off final assembly has allowed doors to be assembled as modules too since the late 1980s.

Each person should therefore find a slot, a niche within the company, in which they perform best. Emphasis on youth means always pushing responsibilities to younger people. The older, experienced managers and engineers can do the job of course, and perhaps quicker, but they'll tend to repeat what worked for them last time (that's why they're quicker). Younger people will not only feel more challenged but are more likely to arrive at innovative solutions. Lack of class and status barriers means that no individual is inherently superior because of the formal position they hold, and none should be allowed to feel so.

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