『夢』は大きく　『念い』は熱く

私の気持ちをどうやって伝えていくか！それが私の使命です。
経営方針、創業の精神を言葉、文書、行動で伝えていくしかありません。

ジットグループ経営理念の行動指針、1番に掲げている“当たり前のことを当たり前に行動する”こと。この経営理念通りに行動しての失敗であれば、仕方がありません。社員ひとりひとりの方向性を同じにするために、経営理念を掲げ、行動指針を制定しています。

世界的な大不況の中、ジットグループの社員には危機感が足りません。たっぷりントで起きた問題も、この危機感が足りないために起こっています。日本全国の企業が人員の削減を行っています。常に危機感と不安を持っていないといけません。
数年前にお会いした方が松下電器の創業者である、松下幸之助さんのお話をしてくださったことが今でも私の心に残っています。松下さんは、あれほどに会社を大きく発展させたのにも関わらず、毎晩不安で、心配で、眠ることができなかったそうです。会社が倒産してしまった時の関連会社へ与える影響の大きさ、社員を路頭に迷わせてしまう。また、不良品がお客様の元に届いてしまったら、と思うと、心配で眠ることができなかったそうです。
今の私たちにはこの不安感、危機感が足りません。経営理念の行動指針の2番には、危機感を持つことの大事さを謳っています。危機感があれば、優先順位を付け、段取りを考えます。不良品の原因は人に起因していることがほとんどです。満足してしまったら、人は成長しません。不安や危機感を持っている人が行動をするのです。はっきりと、自分の気持ちを相手に伝え、動いてください。失敗してしまっても、同じ事を繰り返さないこと、同じ注意を受けないことが大事です。
今日も一日、危機感を持って経営指針に沿った行動を、品質重視でお願い致します。自分の気持ちを全力投球伝えましょう。

　　
Guideline for Action
　
How do I convey my thoughts and feelings? To me, there is no choice but to convey the policies and spirit of JIT through what I say, what I write, and what I do. This is my mission.

The first code of conduct at JIT says that “I will carry out normal work in a normal fashion.” Of course there will be times when we fail to follow the principles of JIT; however, in order for all employees to be following the same course, the princples have been established as our guideline for action.

Sense of Crisis
In the midst of this current world-wide economic slump, JIT employees do not seem to feel deeply enough the sense of crisis. The problems that occurred in DoubleJet occurred because employees did not fully feel the crisis. All across Japan, companies are laying off employees. If you do not always feel this sense of danger and fear, you will not survive.

Years ago I met the founder of Matsushita Electric, Mr. Matsushita Kounosuke. This was a meeting that I will never forget. Mr. Matsushita told me that although at the time Matsushita Electric had developed into a large company, he still felt worried and uneasy about the future of his company and the faulty products that had been sent to customers. His fear was so great every night that he was rarely able to sleep. When the company went bankrupt, it had a tremendous effect on associated companies and put many of its former workers in the streets. JIT employees do not have enough of a sense of this danger. The second code in our Codes of Conduct states that it is important to always have a sense of impending crisis for if you have that fear, you will think of a task’s level of priority and then how to accomplish it.

The majority of faults in a product are caused by people. If people are satisfied, they will not continue to grow. It is those who have this sense of fear and unease that are able to act. To say it plainly: please communicate you feelings to your partner then act. Even if you make a mistake, it is important to not repeat the same action or receive the same warning. I ask that all of my employees feel this sense of danger, act in according with our codes of conduct, and pay close attention to the quality of our products. And I shall use all my strength to communicate my thoughts and feelings to all of you.

Posted 12月 8th, 2008 by ishizaka in 朝礼 | 2 Comments »