Transformation of Matsushita Electric Industrial Co., Ltd 2005
Problem: Mr. Nakamura must decide on what action plans to pursue for the rest of the year (i.e., the "Value Creation 21" and the 5 emergency measures)
Learning from Morishita 's experiences, Mr. Nakamura should consider the following Critical Factors:
1. Full cooperation of senior management in the implementation of the plan. Mr. Nakamura 's plan will fail if he never got the full cooperation of the whole management team of MEI. To get the cooperation, he must be able to get management to fully understand and believe in the principles of his plans, as the senior management team will serve as the implementers of the plan. They will also be the one who will drive the employees to the direction that they want to go. With management being clear with one goal prevents confusion among employees. This would also avoid any sabotages or complacency out of conforming attitudes from some management. Mr. Morishita was faced by many opposing parties especially from the powerful division managers. This led him to give up his plan because he couldn 't push it through, as the implementers won 't implement. I feel that Mr. Otsubo, who was responsible in revamping the current manufacturing system in Kadoma, sabotaged the whole process. I believe Mr. Otsubo made sure that the physical manufacturing system was changed as efficiently as he can so that nothing can be said about him not following nor is his performance affected because it was done very fast and efficiently. However, I think he intentionally ignored the need for staff training with the change of the system to prove that the plan will fail. It is impossible for Mr. Otsubo, who did an "all out effort to implement the change" and is supposed to be "highly capable and experienced factory manager", would have overlooked such a basic task that should be done.
2. Employee morale will play a key role in the success of the implementation of Mr. Nakamura 's plans. An important aspect for employee morale is for them
Learning from Morishita 's experiences, Mr. Nakamura should consider the following Critical Factors:
1. Full cooperation of senior management in the implementation of the plan. Mr. Nakamura 's plan will fail if he never got the full cooperation of the whole management team of MEI. To get the cooperation, he must be able to get management to fully understand and believe in the principles of his plans, as the senior management team will serve as the implementers of the plan. They will also be the one who will drive the employees to the direction that they want to go. With management being clear with one goal prevents confusion among employees. This would also avoid any sabotages or complacency out of conforming attitudes from some management. Mr. Morishita was faced by many opposing parties especially from the powerful division managers. This led him to give up his plan because he couldn 't push it through, as the implementers won 't implement. I feel that Mr. Otsubo, who was responsible in revamping the current manufacturing system in Kadoma, sabotaged the whole process. I believe Mr. Otsubo made sure that the physical manufacturing system was changed as efficiently as he can so that nothing can be said about him not following nor is his performance affected because it was done very fast and efficiently. However, I think he intentionally ignored the need for staff training with the change of the system to prove that the plan will fail. It is impossible for Mr. Otsubo, who did an "all out effort to implement the change" and is supposed to be "highly capable and experienced factory manager", would have overlooked such a basic task that should be done.
2. Employee morale will play a key role in the success of the implementation of Mr. Nakamura 's plans. An important aspect for employee morale is for them