This document provides an overview of a lecture given by Tetsuya Sogo on Japanese manufacturing culture and global management. The summary includes: 1. Sogo is the CEO of NTN Americas and gave a lecture on Japanese "monozukuri" culture and global management at Kyoto University. 2. NTN Corporation is a global bearing and precision equipment manufacturer founded in 1918. It has over 24,000 employees worldwide and annual sales of over $7 billion. 3. The lecture covered topics like lean manufacturing concepts, continuous improvement, and building a learning organization to inspire growth in people, processes, and markets.

1. 1
Japanese “Monozukuri” Culture
& Global Management
2016-2017: Kyoto Univ. Japanese Culture Program
Part-time Lecturer: Tetsuya Sogo
- April 25, 2016 & May 1, 2017 - CEO of NTN Americas
日本の “モノづくり” 文化 と グローバル経営
2016-2017: 京都大学・日本文化研修プログラム

2. 2
Company Name: NTN Corporation
Date Founded: March,1918
Head Office: 1-3-17, Kyomachibori, Nishi-ku,
Osaka-shi, Osaka 550-0003
Representatives: Hiroshi Ohkubo, President
Capital: 54.3 billion yen
(as of March, 2016)
Fiscal term: March,31
Description of Business:
Production and sales of bearings, constant velocity joints,
precision equipment, and other mechanical components
Employees: 24,109 (consolidated), 5,154 (unconsolidated)
Sales 717.0 billion yen (consolidated), 335.5 billion yen (unconsolidated)
Profit: 47.8 billion yen (consolidated), 9.1 billion yen (unconsolidated)
Market Share: Bearings: Global No.3, Japan No.2
CVJs: Global No.2, Japan No.1
Corporate Profile
Head Office (Osaka, Japan)
（as of March,2016）

3. ～ Course Content ～
3

4. [1] Global Values, Local Success
- Jan. 1, 2016 “Profile Magazine” -
<Belief>
Power of inspired
people with KAIZEN
spirit
<Challenge>
How to get the
maximum power from
the local employees,
management and
executives
<Vision>
Learning Organization
with effective Middle
Up/0own Management
4

5. 5
What kind of Image
do nou have
for
Japanese Manufacturing Culture?
(TPS? 5S? KAIZEN? QC Circle?)

6. [2] What is Muda (Waste)?
6
<Purpose (Goal)>
What you have to achieve?
<Means (Method)>
How you achieve it?

7. How to improve?
7
<Purpose (Goal)> <Means (Method)>
IE

8. < Definition of Industrial Engineering >
8
“Industrial Engineering is concerned with the
design, improvement and installation of integrated
system of people, materials, information,
equipment and energy.
It draws upon specialized knowledge and skill in
the mathematical, physical and social sciences
together with the principles and methods of
engineering analysis and design, to specify, predict,
and evaluate the results to be obtained from such
systems.”

9. 9
<Learn through action>: not onln to get practical knowledge of
how things work, but also to gain the respect of nour peers.
March 26, 2015: Commencement Speech at Waseda University, Japan
(0epartment of Industrial & Management Systems Engineering )

10. 2015-03-30 | PRESS RELEASE
NTN'S SOGO DELIVERS COMMENCEMENT AT WASEDA
UNIVERSITY
TOKYO, JAPAN – In front of a crowd of graduates, parents and faculty, Tetsuya Sogo, CEO of NTN Americas
Region, delivered the commencement address to the 2015 graduating class of Waseda University’s Department
of Industrial & Management Systems Engineering on March 26, 2015, in Tokyo, Japan.
“It is an honor to be asked to deliver the commencement address at your alma mater,” said Mr. Sogo, a 1982
graduate of Waseda. “I believe it is important to provide insights to new professionals that can help them see
how the education they just received will be the foundation of a successful career.”
Mr. Sogo focused his remarks on his experience in a global marketplace, and how the education he gained from
the School of Creative Science & Engineering still helps him today. His main message, though, was that their
education does not end with their graduation, they just need to change how they learn.
“Students learn theory in the classroom. Now it is time for them to go out into the world and learn through
action,” Sogo said of the speech. “Action will serve them well not only with their practical knowledge of how
things work, but also gaining the respect of their peers. The sooner they can learn this, the sooner they can
establish themselves as growth minded leaders.”
Sogo has proven his support for this ideal through two initiatives. First, he has been establishing a Learning
Organization culture at NTN in the Americas. Training and education reimbursement are available to inspire
growth in all employees. Additionally, he has provided internship opportunities in all departments to help
students in their education transformation.
10

11. [3] What is Muri (Impossible)?
1111
<Purpose (Goal)> <Means (Method)>

12. 12
How to improve?
<Purpose (Goal)> <Means (Method)>
VE

13. < Definition of Value Engineering >
13
“Value Engineering is a systematic and organized
approach to provide the necessary functions in a
project at the lowest cost. Value Engineering
promotes the substitution of materials and
methods with less expensive alternatives, without
sacrificing functionality.
It is focused solely on the functions of various
components and materials, rather than their
physical attributes. Also called Value Analysis (VA)”

14. 1414
[4] What is Mura (Instabilitn)?
How to improve?
Standardization

15. 1515
[5] What is KAIZEN/INNOVATION?
- 参考文献:“ＫＡＩＺＥＮ” Masaaki Imai (1986) -
<Basic Concept>
( INNOVATION )

16. 1616
< Ideal Pattern with Maintenance >
Maintenance
Maintenance
Maintenance

17. 1717
< Ideal Pattern with Maintenance & KAIZEN >

18. 1818
< Ideal Perceptions of Job Functions >
* Management = Maintenance + Improvement
* Maintenance = Activities directed toward maintaining current
technological managerial and operating standards
* Improvement = Activities directed toward improving current standards
= INNOVATION + KAIZEN
* KAIZEN = Gradual, unending improvement
= Continuous improvement

19. 1919
IE/VE = Management Approach
KAIZEN = For All
Top 0own
Middle Up/0own
Bottom Up
* Team Activities (5S. Fish-bone, Pareto Analysis …)

20. 2020
< 5S >
1.SEIRI - - - - - Sorting
2.SEITON - - - - - Set in Order
3.SEISO - - - - - Shining
4.SEIKETSU - - - - - Standardizing
5.SHITSUKE - - - - - Sustaining the discipline

21. 2121
< Fishbone Analnsis (Example) >

22. 2222
< Pareto Analnsis (Example)>

23. 2323
< 5S>
Fishbone Pareto
Perfect
Production
( Circle Activities )
Gemba (Bottom Up)
Motivation + Skill up
6σ Y = f(x, x2 …)
<ppb>
<ppm>
Staff (Top 0own)

24. 2424
< NTN Americas Culture Change bn “Skill Based Grade Snstem”>
(established in 1995)
- Conventional Wisdom -
• Higher quality leads to higher costs.
• Larger lots lead to lower costs.
• Workers do not need to be taken
into account.
- NTN Americas Revolution -
• Higher quality leads to lower costs.
• Smaller lots lead to lower costs.
• A thinking worker is a productive
worker.
Challenge to Conventional Wisdom
(A or B A and B )

25. 2525
[6] Essence of Competitive Strategn
Top 0own Bottom Up
Strategic
Positioning
Operational
Effectiveness
Middle
Up/0own
Outside - In
INNOVATION
Inside - Out
KAIZEN/INNOVATION
0o the different things 0o the things better

26. 2626
< Transformation > = No Guts, No Glorn!!
Relentless Pursuit for Excellence!!
Core Competence
Core Capabilities
Intellectual Properties
Emotional Intelligence
Knowledge

27. 2727
<Knowledge belongs to people >
TACIT
EXPLICIT
Respect and full consideration to each individual employee

28. 2828
< NTN Corporation Philosophn >
We shall contribute to International society through creating new
technologies and developing new products.
<For New Technologn Network>
Networking The World With New Technology
<Vision of NTN Americas>
NTN Americas is:
• To be a Corporate group that makes steady growth with powerful
product development and market penetration.
• To be a Corporate group where each employee can pursue
professional growth and achieve full career potential through his or
her job.
• To be a Corporate group that is respected in the local and global
community for doing more than pursuing its own profits.

29. 29

30. 3030
< Basic Concept>
Corporate Philosophy
Vision of NTN Americas
Overall Strategies for NTN Americas
Business Plan for Each Company
Target for Each Employee
Culture Change to
“Learning Organization”
MBO
Consistency

31. 3131
[7] Inspiring Growth in People, Organization and Markets
< Town Hall Meeting > - Philosophn , Vision, Strategn -

32. 3232
< Executive Development Program > - Kellogg -

33. 3333
< Leadership Academn > - Managers & Supervisors-

34. <Expansion of Production Capacity in North America>
34

35. <Partners for Aftermarket in Central & South America>
35

36. 3636
Thank nou!!

37. 3737
(1) 何度教えても仕事を覚えない、同じようなミスを繰り返す。
(2) 仕事をやっと覚えたと思ったら辞めてしまう。
(3) 締め切りを守らない、時間にルーズ
(4) 指示したことしかやらない、自発性に欠ける。逆に頼んでもいないことを
勝手な判断でやってしまう。不十分な情報や勘違いで勝手に結論を出し
て進めてしまう。
(5) 残業を嫌がる。休みが多い。自分のこと優先で、会社に対する忠誠心が
低い。
[参考] 日本人出向者の現地従業員に対する不満
- ｵｸﾞﾘﾂﾘｰ・ﾃﾞｨｰｹﾝｽ法律事務所の資料から引用 -
工場の日本人出向者がよく言っていた現地の人材従業員に対する不満、フラストレーション

38. 3838
(６) 本人は面接で出来ると言ったのに、実際やらすとできない。
(7) 部下や後輩に自分の仕事を教えない。
(8) 現場や実務のことを良く知らないのに、管理職や専門職というだけで、
現場に合わない不適切な指示を出す。現場に 出ずに事務所でばかり
仕事をしている。
(9) ろくに仕事もできないのに給料を上げてくれと言ってくる。ダメもとで無理
な要求をしてくる。
(10) 自分のミスを認めようとしない。言い訳ばかりする。
[参考] 日本人出向者の現地従業員に対する不満 （続き）
- ｵｸﾞﾘﾂﾘｰ・ﾃﾞｨｰｹﾝｽ法律事務所の資料から引用 -

39. 3939
(1) 会社に夜遅くまでいる。その割には日中の時間の使い方の効率が悪い。
(2) 会議の中で、ほとんど発言しない人がいる。何をしにアメリカにきている
のかわからない。口数が少なく、何を考えているのかわからない。
(3) 仕事を頼むときに、as soon as possibleが多い。その時も相手の都合を
確認しなかったり、都合を聞かなかったりすることが多い。
(4) 仕事を頼んだり、意思決定を伝える時に、その理由を丁寧に説明しない。
(5) 人を褒めたり、人の努力に感謝することが少ない。
[参考] 現地従業員の日本人出向者に対する不満
- ｵｸﾞﾘﾂﾘｰ・ﾃﾞｨｰｹﾝｽ法律事務所の資料から引用 -
逆に、現地従業員の日本人出向者に対する不満、フラストレーション

40. 4040
(６) こんなことも知らないのかと人をばかにしたり、素人扱いする。言葉使い
が乱暴、そのくせすぐにSorryと謝る。
(7) 早足で歩き、人とすれ違っても声もかけずに、人と人との狭い隙間をすり
抜けようとする。
(8) 社内昇進には、仕事の実力よりも、遅刻、欠勤をせずに、素直に長時間
働く人が優先されることが多い。
(9) 職務範囲外の仕事を人にどんどん頼みながら、給与の査定時にはその
ことをきっちりと考慮してくれない。
(10) Yesと言われたので了解したと思っていたが、そうではなかった。
[参考] 現地従業員の日本人出向者に対する不満 （続き）
- ｵｸﾞﾘﾂﾘｰ・ﾃﾞｨｰｹﾝｽ法律事務所の資料から引用 -

41. (As of April 1, 2018)
41