| With more and more reputedly efficient Japanese industries moving into the U.S., one would expect quick establishment of problem-free workforces. Japanese management principles, although used successfully in the past, may not automatically be effective. A successful start-up now becomes dependent on the recognition, acceptance and assimilation of differences between the Japanese culture and that of the country in which the company is being started.;This paper compares management principles taught internationally by Dr. William Edwards Deming, with observations made during the start-up of a Japanese-owned automotive supplier company in Texas. Cultural differences are discussed, and potential problem areas uncovered through face-to-face interviews with company employees will be analyzed to determine "best practice" solutions.;This paper is intended for use by multi-cultural managers experiencing a company start-up in the U.S., with the hope that problems discussed herein can be avoided and successes more easily gained. |
