Japan True or False

2004 ~~JPY 20,000~~ **Discounted price JPY 5,000**

Japan True of False is for corporate performance and growth, and targeted at leaders in companies, unions, the government, universities etc.

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TABLE OF CONTENTS
Part 1: 63 True or False Questions (Answers in Part 12)	13
It might be interesting to first try and answer these questions, and then compare them to my answers in Part 12. If we ever work together, this comparison may be of reference to better understand our assumptions, mind-set, and where we respectively are coming from. Some of these questions are clear-cut. With others, my answers may seem to differ from a traditional, stereotyped, textbook answer. It may be easier for many Japanese lawyers, your Japanese top management, or your personnel manager, to more readily endorse this textbook answer. Except for simple, clear-cut issues of statutory regulation, it can rarely be unequivocally said that something is ‘legal’ or ‘illegal’. The word is often, and understandably loosely used, when more complete and precise communications are not possible. Most of the important issues that come up are subject to interpretation, with wide, deep swaths of gray. With personnel issues and labor relations in Japan, sometimes what is thought to be easy, risk-free implementation ends up being too costly and damaging to your people and your business. The risk assessment is fundamentally flawed, and a lack of knowledge and experience of other possibilities and a better way, results in bad judgment and poor results. Some creativity, better strategy and tactics, more explanation, apology and time spent in properly communicating with all staff, are elements that are often missing. A sincere, careful, and heartfelt communication process with the necessary content will also result in smoother, faster implementation, more effective results, happier people, and higher morale at the company.
1. 63 True or False Questions on Human Resource/Personnel Issues	17
2. 63問の人的資源／人事に関する「ウソかホントか」問題	24
Part 2: Observations and key points	31
In this book I did not want to focus only on my clients’ business issues, challenges, the problems they need to solve, and how we helped them. I hope some readers, including Japanese readers, will be interested in some of the human and social context issues surrounding this. This first-half description of today’s human and economic environment, and the problems and challenges of modern day life Japan, leads into a second half of this part that mostly focuses on how to effectively handle staff reductions at companies. There is also a description of some flawed downsizing approaches. Virtually all smaller Japanese companies, and their thoughtful managers and unions, are too smart to make these costly and devastating mistakes. They also cannot afford them, and have no way to get their hands on the large sums of money necessary for these very rare, and extremely rich extra, kibotaishoku/voluntary retirement programs. At these smaller employers, from the beginning, there is no attractive severance package available, so there is no incentive for strong performers to voluntarily leave. Instead the emphasis is on keeping the best crew members, and dumping the unnecessary cargo to maintain job security for as many employees as possible. Only a comparatively small number of the largest, cushy Japanese employers, and a few foreign capitalized firms, have access to the cash, or are able to borrow the cash for large severance pay outs. Even such costly, strategically poor staff reductions, where high performing, needed people are the first to resign, may result in short run profitability, however, the company and its manpower are unnecessarily weakened. The firm’s vitality and potential are damaged. The damage has been beyond repair in many foreign capitalized firms, that only knew about, or who felt they had to use the strategically poor approach.
1. Observations and Key Points in English	35
2. オブザベーション及びキーポイント	61
Part 3: An overview and some helpful background before reading the case studies. A look at how we work with clients, and what this book can help achieve	89
1. If Your Reaction is, “Yeah, I Agree, that’s Us,” You’re in Good Shape	93
2. Anybody Can Reduce Staff. It is the Easiest Part, not the Critical Part of Restructuring. Make Sure it Doesn’t Hurt More than it Helps	94
3. Are You Wasting Money on non-Strategic Retirement and other Benefits?	95
4. Do You Know What to Do if A Union Knocks? If One is Troubling You, the Solution is Surprisingly Quick and Simple	96
5. With all the Headhunters Knocking on My Door, How Do I Pick One to Work With?	98
6. Why TMT’s Approach to Restructuring is Uniquely Effective and Completely Risk Free	100
7. A Perspective – – Key Pay and Personnel Policies to Watch Out For	102
8. How do We Hire Good Japanese, and Protect Ourselves from the Local Labor Market and “Labor Laws”?	105
Part 4: 37 recent signed client-identified case studies/testimonial letters	109
Many of these are detailed and give client perspective and verification of what was accomplished, how, and why we succeeded. A careful read will open up more possibilities for you, reassure you, and give us all the heart and confidence we need to move ahead.
1. AXA Investment Managers	113
2. BioMérieux	114
3. Cadence	115
4. Catapult Communication	117
5. CDC Marchés	118
6. Danisco Cultor	119
7. Danzas	120
8. eigo town	121
9. Electrolux/Noble Biocare	122
10. Elle International	123
11. Fusite Division (Emerson Japan)	125
12. Hertz Asia Pacific	126
13. HMV	127
14. Ingersoll-Rand	128
15. Kemper	130
16. Kennametal Hertel	131
17. Kimberly-Clark	133
18. Lands’ End (Reader’s Digest finale)	134
19. Liebherr	136
20. Maxtor Japan	138
21. Merial	140
22. Moog	141
23. Nippon Donaldson	143
24. Radiometer	144
25. REI	145
26. Rohm and Haas Japan K.K.	147
27. Royal Exchange Assurance	150
28. Schindler	151
29. SGS Incorporated (Societe Generale de Surveillance Inc., Japan)	152
30. Shriro Trading Co., Ltd.	155
31. Snap-On Tools	158
32. Solectron	159
33. Thomas & Betts	160
34. TimberWest	162
35. Toyoda Sulzer	164
36. UPS Yamato Express	165
37. Villeroy & Boch Tableware	168
Part 5: Case Studies	171
These are real case studies with actual dates, facts, figures, conversations etc. Sometimes the reports, position papers, and working documents actually used appear as exhibits. The players and company names, industries, nationalities, exact location of operations are not, and will not be revealed. For client signed, name-identified case studies, please read part 4. The longer ones there in particular will provide credible detail for you, and be of reference on what can be done, and how to do it.
1. The Acquisition that (Probably) Luckily Didn’t Go Through	175
2. By Agreeing to Vote Out a Union, Switching Regular SEISHAIN Employees to Cheaper Part-Time Status, and Accepting Other Changes, We Were Able to Automate, and Keep a Factory Open in Japan (instead of production moving offshore to China or somewhere)	185
Exhibit 1: Agreement Proposal (with A Division)	194
Exhibit 2: Time Schedule, Action Items, Comparison of Old and New with Cost Savings	197
Exhibit 3: Changes Made (Division A)	202
Exhibit 4: TMT Changes to the Rules of Employment and Related Systems, Including Coordination/Tie-in with Division A (A) and Division B (B)	205
3. Starting with the ‘Radical’ Union, and Driving Change through Their Participation Can Work	211
4. Acquiring, Merging, Shrinking, Closing, Relocating, Declawing, (but failed Deunionizing) at Multiple Facilities	218
Exhibit 1: Preliminary Report and Recommendations on the ABC and XYZ Human Resource Policies and Systems	230
Exhibit 2: The Situation as I See It	237
Exhibit 3: Closeout Report on Work Done so Far	239
Exhibit 4: Requested Addendum to August 21, 2000 Close-out Report	244
5. The Most Unlikely Client Becomes a Close Client Including a Landmark Trip Together to the Horses Mouth — the Tax Qualified Pension Section of the National Tax Agency to Cut-back a Retirement Benefit	248
Exhibit 1(1): Employee Empowerment and Participation in Decision Making at the Company	258
Exhibit 1(2): 会社における従業員の経営参加	259
Exhibit 1(3): Labor/Management Workers Council on Wages, Benefits and other Working Conditions	260
Exhibit 1(4): 賃金、退職金その他の労働条件においての労働経営の労働協議会	261
Exhibit 1(5): Explanation of the Approval Process on Changes Concerning the Retirement Benefit and other Areas	262
Exhibit 1(6): 退職金規程とその他の規程の変更調整が承認されるまでの過程と説明	263
Exhibit 2: TMT Seminar Evaluation Form	264
6. How it Can be Easier to “Fire” 17 People (Including the “One Bad Guy”), Give a Client All New and Better Rules of Employment (ROE) and Salary System, and Remain Union Free than it is to Simply Fire the One Bad Guy Who Brought in the Outside Union (and had Half the Staff Signed Up for Union Membership).	272
Exhibit 1: Where Can We Go From Here?	279
Exhibit 2: Just for the Record	282
Exhibit 3: To All Employees of Widge — Explanation of the Restructuring Program January 11, 199X	287
Exhibit 4: Seminar Agenda	292
Exhibit 5: TMT Seminar Evaluation Form	293
7. An Extremely Fast, Direct, and Tough “Termination” Style is Under Certain Circumstances, the Best Way to Go, Especially at Financial Institutions, (but Should be Avoided Whenever Possible)	297
8. A Case Where Only a Well-Planned, and Orchestrated Surprise Attack Against a Diehard Communist Union Leader could Get the Best Results. (But it Ended with a Humbled Diehard still Bunkered-In.)	301
Exhibit 1: Letter distributed at all day seminar to all employees on launch/announcement of staff reduction	307
Exhibit 2: Preparation/answer for a Labor Relations Commission (LRC) Hearing from company	310
Exhibit 3: Next Steps for Our Defense at Chiroi (Regional LRC)	317
Exhibit 4: Talking Points and Strategy for a Settlement	322
9. An Expat CEO Decides It’s Less Frustrating and He’s Much More Powerful and Effective without a High Level Personnel Manager in the Way	324
Exhibit 1: Key Issues Hindering Your Success and Ambitions for the Japanese Market Place	332
Part 6: 50 signed client testimonials from earlier Japan Times books and publications	337
50 Signed Client-Identified Testimonial /What-was-Accomplished-Letters from the Early 80’s to Early 90’s
1. Taken from Labor Pains and the Gaijin Boss published by Japan Times, 1984
(1) SEARLE YAKUHIN K.K.	341
(2) Grieveson, Grant and Co.	342
(3) NIHON DYNATECH, K.K.	343
(4) Foseco Japan Limited	344
(5) United Artist	345
(5) United Artist	345
(6) DATAQUEST JAPAN, LTD.	346
(7) The Reader’s Digest of Japan, Ltd.	347
2. Taken from Taking Charge in Japan published by Japan Times, 1990
(1) Kuehne & Nagel	348
(2) A.C. Nielsen Company of Japan Ltd.	349
(3) ARC International Ltd.	349
(4) Banque Indosuez	350
(5) Bristol-Myers K.K.	351
(6) Cargill North Asia Ltd.	351
(7) Ecco Japan Co., Ltd.	352
(8) Wells Fargo Bank, N.A. Tokyo Branch	352
(9) Federal Express Japan K.K.	353
(10) Kohler Company	354
(11) Wyeth (Japan) Corporation	354
(12) Kodak Japan K.K.	355
(13) Monsanto Japan Ltd.	355
(14) Lufthansa German Airlines	356
(15) Ore-Ida Foods Japan Inc.	357
(16) Sandoz Yakuhin, K.K.	358
(17) Teisan K.K. (L’Air Liquide)	359
3. Taken from Sixteen Steps to Corporate Leadership and Excellence (TMT inhouse, 1993)
(1) MASTER FOODS K.K.	360
(2) ARTHUR ANDERSEN AND COMPANY.	360
(3) FIRST INTERSTATE BANK.	360
(4) BAYER YAKUHIN, LTD.	361
(5) CIRRUS LOGIC K.K.	361
(6) UDDEHOLM K.K.	361
(7) CHEMICAL BANK	361
(8) SMITHKLINE BEECHAM CONSUMER BRANDS	362
(9) FALCONBRIDGE (JAPAN) LTD.	362
(10) CHURCHILL LIVINGSTONE JAPAN K.K.	362
(11) SWISS VOLKSBANK	363
(12) GENERALE BANK	363
(13) ZURICH INSURANCE COMPANY JAPAN BRANCH	364
(14) OVERSEAS BECHTEL INC.	364
(15) INCHCAPE (DODWELL) PACIFIC LTD.	364
(16) COSA JAPAN K.K.	365
(17) ATLAS COPCO K.K.	365
(18) ALEXANDER AND ALEXANDER of JAPAN INC.	365
(19) HUSKY CORPORATION	366
(20) INDUSTRIAL DEVELOPMENT AUTHORITY, IRELAND	366
(21) LEO BURNETT-KYODO COMPANY LTD.	366
(22) KLA JAPAN	367
(23) CREDIT AGRICOLE	367
(24) JAPAN GAMMA ASSET MANAGEMENT LTD.	367
(25) DATA I/O	368
(26) PHILIP MORRIS K.K.	368
Part 7: Good communications to improve teamwork and assist implementation	369
1. A Little Background on Understanding the Context of 12 TMT Rules and Guidelines	373
2. Taking Charge with the 12 TMT Rules & Guidelines	374
3. Some Keys to Better Communications, Smoother Human Relations, Better Team Work and Results	388
Part 8: Toward identifying and recruiting the best and the brightest in Japan	393
1. Can You Recruit and Hire the Best and the Brightest? — Our bugle call to action! (with Recruiting Trends in Japan).	397
2. Twelve Tips to Make Sure We Hire Only Champions (Other than one Japan specific point, these tips work everywhere).	401
3. The Truth About Executive Search in Japan Q and A on Executive Search Relationships in Japan — Why the Unique TMT Approach of Responsible Mutual Commitment is Essential to Your Success	404
Part 9: The primary focus on staff reduction and downsizing	409
(But maybe the primary focus should not be there). Training and motivation, as part of change management and preventive maintenance, can help the organization and people in the aftermath of downsizing or other changes in pay and benefits. The 16 Steps, Thomas J. Nevins Seminar Training Series and its background is introduced. The 45 key words with insights from great thinkers and achievers make up the 45 chapter titles of another book written by Mr. Nevins. The book is not Japan focused and is useful for anyone anywhere. It aims to help us and our staff live and work better. This book ‘Know Your Own Bone,’ is written for, and useful for employees and managers at all levels. Highlights and summaries are translated into Japanese. There is also Japanese language reference to the book and to personal and corporate development seminars in Part 14.
1. Step by Step on How to Carry-out a Strategic and Morale Boosting TMT Style Staff Reduction	413
2. Going Beyond Downsizing/ “Outplacement” in Japan	418
3. A Memo that Saved Billions Yen	420
4. A Painless Approach to Downsizing	425
5. Why U.S. Style Downsizing/Outplacement is the Wrong Strategy in Japan	427
6. There is nothing training cannot do. Nothing is above its reach!	429
7. The Thomas J. Nevins Sixteen Steps Modules	430
8. The Sixteen Modules – Steps to Corporate Leadership and Excellence	431
9. 企業発展と卓越したリーダーシップをとるための16ステップ	461
Part 10: Some diagnostic tools to help you reach a decision toward taking action. More on TMT’s Rules of Employment solution.	463
1. Ten Criteria for Selecting a Human Resource Consultant in Japan	467
2. (Introduction to) TMT Personnel Management Manual Guidelines and Pointers for Better Managing your Japanese Staff — How to Interpret, Apply and Maintain your Personnel Policies and Systems	470
3. Reasons For and Against Investing in New Rules of Employment and Personnel Management System with Five-Year Consulting Support (“Strategic Partnering”)	479
4. Twenty Question Check List for Expatriate Executives in Japan	482
Part 11: Preface and table of contents of “Labor Pains and the Gaijin Boss” and “Taking Charge in Japan”	489
Preface and table of contents of Japan Times books: “Labor Pains and the Gaijin Boss” (1984), “Taking Charge in Japan” (1990). There is all different content, in many ways more complete information, and equally fresh insight in these earlier works. Books are available from TMT.
1. Labor Pains and the Gaijin Boss (Japan Times, 1984)	493
2. Taking Charge in Japan (Japan Times, 1990)	501
Part 12: 63 True or False Answers	519
It might be interesting to first try and answer these questions also in Part 1, and then compare them to my answers in this part. If we ever work together, this comparison may be of reference to better understand our assumptions, mind-set, and where we respectively are coming from. Some of these questions are clear-cut. With others, my answers may seem to differ from a traditional, stereotyped, textbook answer. It may be easier for many Japanese lawyers, your Japanese top management, or your personnel manager, to more readily endorse this textbook answer. Except for simple, clear-cut issues of statutory regulation, it can rarely be unequivocally said that something is ‘legal’ or ‘illegal’. The word is often, and understandably loosely used, when more complete and precise communications are not possible. Most of the important issues that come up are subject to interpretation, with wide, deep swaths of gray. With personnel issues and labor relations in Japan, sometimes what is thought to be easy, risk-free implementation ends up being too costly and damaging to your people and your business. The risk assessment is fundamentally flawed, and a lack of knowledge and experience of other possibilities and a better way, results in bad judgment and poor results. Some creativity, better strategy and tactics, more explanation, apology and time spent in properly communicating with all staff, are elements that are often missing. A sincere, careful, and heartfelt communication process with the necessary content will also result in smoother, faster implementation, more effective results, happier people, and higher morale at the company.
1. 63 True or False Questions on Human Resource/Personnel Issues Answers	523
2. 63問の人的資源／人事に関する「ウソかホントか」問題への答	548
Part 13: French language articles	577
A bit old, but this French language subject matter is particularly timeless. The French Chamber of Commerce asked me to write up in English a speech I delivered for them on December 14, 1989 at the Capital Tokyu. I had made a similar presentation a month earlier on November 16 at the International House. The French Chamber took the trouble to translate my paper, and the French version appeared in the Spring and Summer 1990 issues of their excellent quarterly magazine, Japan Eco. The English original is Part I, “Recruiting-Everyone’s Bottleneck to Success,” from my “Taking Charge in Japan” book, Japan Times 1990. This also serves as a reminder that although English is the dominant language of business, only a very small percentage of us are lucky enough to be native speakers. Probably only 30% of the foreign capital firms TMT serves are originally from countries where English is the native tongue.
Part 14: About TMT and Thomas J. Nevins	601
The April 2, 2002 Foreign Correspondents’ Club of Japan Speech Announcement, Japanese Asahi Shimbun/Newspaper coverage referred to in Part 2 of this book, ‘Observations and Key Points’, and other Japanese magazine media coverage, and Japanese language materials, that introduce TMT for Japanese readers. More on the 16 Step Thomas J. Nevins Seminar Trainings is in English at the end of Part 9. The 45 key words with insights from great thinkers and achievers make up the 45 chapter titles of Mr. Nevins partially bilingual book, ‘Know Your Own Bone’, to help us and those around us lead happier and more fulfilled lives.
1. Announcement of Speech at The Foreign Correspondents’ Club of Japan on April 2, 2002.	605
2. Article in Asahi Newspaper on April 13, 2002.	606
3. More detail on above speech as written by Thomas J. Nevins	607
4. Japanese language introduction to Mr. Nevins “Sixteen Steps” seminar training program. (Organized for single corporations, not open, public seminars)	608
5. Japanese language overview of TMT’s business	610
6. Japanese article originally appearing in Venture Link magazine	615
7. Japanese article from TRENDS magazine	620