A nerve-racking learning experience in a Japanese company

It was a nerve-racking learning experience, but the nervous tension stimulated optimistic impulse countered to dispiriting feelings that one normally experienced in this realistic world.

My stress level rose each time the technical advisors had doubts about the QC report I prepared it rose further when they signed discontent. Nothing new, I had in some way anticipated the advisors might have plenty of questions and comments after reading the report. But good manners and respect for these experts would go some way towards making even a stressful meeting with them a less fearful one.

I used to work in a Japanese company; for the most part, I was excited to integrate their technology into the local work cultures. I remembered working with the Japanese technical advisors; some of whom had taught me process mapping and problem solving method. It was a nerve-racking learning experience, but the nervous tension stimulated optimistic impulse countered to dispiriting feelings that one normally experienced in this realistic world.

The best part was having a deep discussion with these excellent brains; cause and effect study with that “Why- Why-Why…” questioning strategy. The questions were inextricably intertwined, and the answers could only be found from outside the box. They did not kill the nerve cells, but they pinched and woke one up from a nightmare. This was another thing that stressed me most but reminded me, not only to be a detail-oriented person but also to be a “nucleus” miner. When all these wove together to insinuate into my collective knowledge the impression was I had not done enough to live up the standard set.

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Akada-san, the General Manager, was a “down to earth” person who knew the nuts and bolts of what Heads business. About hundred things that he instructed the engineers to do, there were always a combination of technical specifications and overall company business visions.

It was through him that I understood how a business decision influenced a technical decision and got a glimpse of the landscape of a supply chain. After which I learnt to view a manufacturing process in a broader perspective. About hundred things that I did during the supply quality control in Philippine, there were always a combination of improving quality, efficiency, and business revenue.

Oyake-san inspired me most in handling the complicated, technical issues and how to find the solution from uncertainties and discard noises that distracting the focus on the core issue. He used to assign tens of decisive items to me, and I had to pay attention to his words, and draw a conclusion from the whole discussion which item must be given the top priority, and which item can be given least attention. Sort of mind therapy. I hummed and ha’d for ages before got the tasks listed down sequentially; the outcomes intrigued me.

Yamaguchi-san taught me process mapping I used to follow him to the process audit at sub-contractor’s premise. He taught me how to study workplace ergonomic through process audit and observation. To go into details of each process step, I had to switch the vision from macroscopic to microscopic view, and zoom in to see the minuscule things in between. To my surprise, I was able to watch the whole process in slow motion, and things around me were moving in extremely slow pace.

From the second, the operator picked up the tool, held tight with her fingers, lifted the tool with the support of her arm, did some adjustments on her body position, to moved the tool away from the original position to the new position, I was amazed by the skill I have just learned. I was rendered speechlessly by how the surveillance could result in improving altogether the workplace efficiency.

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One thing common about these technological industry’s architects is that they are uncomplicated when handling a technical and work related matter, but sensible when handling a humanity subject. They were more than an expatriate and a technical advisor to me; they were also my teachers and friends at the workplace.

In Japanese companies, I realized that, there is much coherence and team consensus inside an organization. Their members would make every effort compromise others in a harmony atmosphere though they inured to compete with each other unreservedly.

Regardless of that, for a young and highly competent chap to cut across hierarchical boundaries and take a prominent role is tough. Do not freak out, look at the bright side! Admire or condemn, to me, this vertical society is a good set of architects for intellectual development; center of attention for a junior is to learn, and for a senior, who has least worry about his position being won over, is to teach.

Wai Ping Lee/Mar 2011