The Japanese business puzzle: or why the Japanese market is protected, and likely to stay that way

Article Abstract:

The various aspects of the Japanese business system are not well-understood by foreigners, and as a result, few comprehend how the system as a whole works to support Japanese economic interests. An analysis indicates that Japan protects its markets to preserve an economic system which makes business responsible for retirement and social security and to maintain full employment. In Japan, economic forces and marketing forces come together to support Japan's business system. Industrialized countries which would like Japan to open its business system can suggest a number of changes including asking Japan to increase social security, unemployment, and retirement benefits so that consumers would not need to save as much; encouraging Japan to open its financial sector to international competition; and requesting that Japan establish a national policy to rationalize its distribution channels.

Economic aspects, Economic policy, International trade regulation

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Feedforward control for competitive advantage: the Japanese approach

Article Abstract:

The approach to planning and control traditionally adopted by Western managers is based on feedback. The major flaw of this type of control system is that data is generated at the end of the system's cycle, causing costly delays in the corrective process. The Japanese approach avoids this problem by combining control data with planning. The result is feedforward control, a preventive approach rather than a remedial one. A comparison between feedforward control and feedback control shows the former to be more useful in anticipating environmental demands. It was also shown that the costs of adopting a feedforward system can be compensated by other benefits, including lead time and a broader range of stratgic alternatives.

Evaluation, Control systems, Feedback control systems

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The experience of German and Japanese subsidiaries in Britain

Article Abstract:

Through an on-site productivity comparison of Japanese and German manufacturing subsidiaries located in Great Britain, factors can be determined that account for productivity differences between both the subsidiaries and parents, and the subsidiaries and their British-owned competitors. Evidence indicates that sound management and technical elements are responsible for superior productivity with a greater emphasis on supervision, dedication and detail work. Elements critical to productivity include: communications, individual responsibility, recruitment and selection, design of the product, maintenance for prevention, flexible labor force, technology, and effort.

United Kingdom, Methods, Subsidiary corporations, Subsidiaries, Comparative analysis, Labor productivity, Germany, West, Great Britain, Corporations, West German

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