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Very few professors in National Tsing Hua University’s College of Engineering have studied in Japan. Associate Prof. Kuang-Chen Chen, who received his Doctorate in Engineering Management from Keio University in Japan, speaks Japanese as his mother tongue. He worked for a few years after graduation in Taiwan, and was then awarded the TDK scholarship by chance which resulted in his going to Japan for training. Having been deeply impressed by Japanese factory management and the associated environment, it was natural for him to choose to study in Japan.

      “In the 1970s, Japan and Taiwan were two different worlds.” Prof. Chen used the word “shocking” to describe his first trip to Japan, and so he made up his mind to bring the essence and the way of Japanese Management back to Taiwan. He started to teach at Tsing Hua in 1983, and taught courses including “Engineering Economics”, “Factory Improvement” and “JIT Production”. He also helped companies like Kinpo and GIANT to adopt “Visual Management”, “Color Management” and “SMED”, thereby helping boost the compatibility of domestic electronics and traditional industries.

The sources of compatibility of a Japanese firm

　

JIT means “Just In Time”, and was an approach to production used by Japan’s Toyota Motors in the 1960’s. This technique was a great help in enabling Toyota to get through the 1973 oil crisis, and since it became valued by production industries around the world, it gradually spread to industries in Europe and the U.S.

In recent years, there have been some problems at Toyota Motor, Prof. Chen said. It is because Toyota grew too fast over the past few years, and there was a change in their business spirit. The most important part of Japanese Management is the business spirit. The Japanese firm’s core is “peace”. Everyone is willing to use his full strength under “peace”, and to concentrate his efforts in one direction as part of a team. “Peace”, “full strength” and “team” are the top principles of Japanese system design.

Prof. Chen mentioned that, following the destruction of the Japanese lifetime employment system, its replacement with increasing numbers of dispatch workers and the company’s rapid expansion, the business spirit that originally existed collapsed and the crises began. Fortunately, Toyota reflected on these developments and began to turn outstanding dispatch workers into contract employees, to adopt mid- to long-term employment and rebuild the Japanese business spirit.

In contrast to American Management, Japanese management emphasizes “loyalty” and “love for the company ”, and attaches high importance to “on-site management”. “People” are the key to “sustainable management”. For example, Honda restricts its annual growth to within 2%, because “sustainable management” for it is more important than “rapid growth”. Prof. Chen thinks that Japanese management’s features come from the Japanese lifestyle. They lay emphasis on “putting oneself in others’ shoes,” and thus their living environment is well ordered, while also having more rules than in Taiwan. This is one reason why it is difficult for foreigners to blend in Japanese society.

Having taught at Tsing Hua for around 30 years, Prof. Chen always encourages students to study abroad in Japan or in countries other than the U.S. He recommends that they go to traditional industries in their home town rather than the crowded electronics industry after graduation. This “reverse thinking” strategy has been proven to be right after the rise of domestic traditional industries when financial crises occur. “I have many students who have devoted themselves to developing traditional industries, and they have done well.” Like the world’s No.1 bicycle parts makers, these former Tsing Hua students have become best soldiers in traditional industries in Taiwan.