1. Roger Anderson Leslie Burgy Simonette Elgert

2. Objectives  Provide an Overview of Hino Motors Manufacturing, U.S.A, Inc.  Discuss Hino Motors’ Management and Culture in terms of:  Leadership and Management Techniques  Motivational Tools and Techniques  Communication Methods  Change Implementation Practices  Compare and Contrast Manufacturing and Healthcare Leadership Cultures

3. Hino Motors Manufacturing USA, Inc.  A wholly owned subsidiary of Hino Motors, Ltd. (Japan) and a Toyota Motor Company  Primary business in USA is medium duty trucks.  Corporate office in Michigan, with three assembly plants in California, West Virginia, and Arkansas  800 Employees in the USAhttp://youtu.be/oeSx-Wq6OWA - Youtube Linkhttp://youtu.be/oeSx-Wq6OWA - Youtube Link

4. Leadership and Management Techniques Vision and Mission Shared with All Employees Operational Drivers Identified as “4 Pillars” I. Offering Competitive Products II. Expanding Overseas Operations III. Boosting Productivity and Supply Capability IV. Training Trustworthy Personnel

5. Leadership and Management Techniques

6. Leadership style is driven by the parent culture, therefore is more autocratic. Current senior leadership team is entirely Japanese, however the succession planning is directed at transitioning to a more domestic team.

7. Motivational Tools and Techniques  This is an acknowledged area of difficulty for Hino Motors. Culturally, the need to motivate employees is not recognized (Cole, 1980, p. 27).

8. Motivational Tools and Techniques  There is no budget for these activities, so simple recognitions are used such as birthday celebrations, “top dogs”, luncheons, and small prize raffles.  They are not certain these are effective.

9. Motivational Tools and Techniques In response to these difficulties, human resources has instituted intermittent walking rounds. Ironically, this has backfired to some degree as some associates have questioned the authenticity of those they are encountering.

10. Motivational Tools and Techniques Objective evaluation system used with goal setting and revision. One-five scale, however three is the maximum score given and considered excellent.

11. Communication Methods Very deliberate and intentional steps taken in this area.  No formal offices/walls (transparency)  2 Email max, then call (relevant communication)  Brief communication, use pictures where appropriate (clarity)

12. Communication Methods Formal meeting schedule in place to facilitate standard communication. Timing depends on work unit/type: Corporate: Monthly Corporate Depts.: Weekly Purchasing: Daily Plants: Every 2 Weeks

13. Communication Methods External Communication Tools :  Corporate Newsletter/Brochure  Annual World Conference in Japan  Web Presence  Community Involvement

14. Change Implementation Practices  Uses a Top-Down methodology  Some variation depending on local governance and regulations  Very autocratic in general – no formalized process for associates to engage in performance improvement outside of accepted tools.

15. Change Implementation Practices Sanctioned change management processes are rooted in the Lean methodologies of Kaizen and the 5 S’s. Kaizen: principle of continual improvement based on low-risk, low-cost changes (Jacobson, McCoin, Lescallette, Russ, & Slovis, 2009, p. 1342) 5 S’s: Sort, Set in Order, Shine, Standardize, Sustain (Strouse, 2008, p. 56) http://youtu.be/j3rg8PKIYgY

16. Comparisons with Healthcare Culture Manufacturing -Autocratic -Mission/Values Stated -Customer Focused -Quality & Safety Focus -Community Involvement -Lean/Six Sigma Healthcare -Democratic -Mission/Values Stated -Customer Focused -Quality & Safety Focus -Community Involvement -Lean/Six Sigma

17. References Cole, R. E. (1980). Work, Mobility, and Participation: A Comparative Study of American and Japanese Industry. Berkley: University of California Press. George, M., Rowlands, D., & Kastle, B. (2004). What is Lean Six Sigma? New York: McGraw-Hill. Jacobson, G. H., McCoin, N. S., Lescallette, R. M., Russ, S. M., & Slovis, C. M. (2009). Kaizen: A method of process improvement in the emergency department. Academic Emergency Medicine, 1341-1349. Schein, E. H. (2010). Organizational Culture and Leadership (4th Edition). San Francisco, CA, United States of America: Jossey-Bass. Strouse, R. (2008). Adopting a lean approach. EE-Evaluation Engineering, 56.