TY  - GEN
AU  - Endoh, Takeo
AU  - Iwanaga, Juzo.
TI  - Creation of motivations for work and life
PY  - 0000///[Date of publication not identified]
CY  - Tokyo, Japan
PB  - Japan Productivity Center for Socio-Economic Development
KW  - Personnel management
KW  - Job satisfaction
KW  - Quality of work life
KW  - Work environment
N1  - Introduction -- Why civilization has evolved? -- Where there is no "motivation," there will be no progress -- Let's develop human resources to increase human wealth -- Section 1: Why managers as assigned? -- Is a person called "a good section chief" really so? -- Manager is not a supervisor -- What kind of person becomes an "able manager"? -- Let's develop such managers and people who are competent everywhere -- A task will be finished in 30 minutes when urged but in 10 when performed willingly -- A person can work fully when he or she is being liked and trusted by others -- What does selected few mean? -- Merit of positive thinking -- Difference between scolding and getting angry -- Middle-level managers have power to change the direction of the company -- What you aim will be achieved, so perform your daily work with good feeling -- Section 2: Let's get rid of preconceptions -- Do you laugh because you are pleasant, do you become pleasant because you laugh? -- Importance of praising -- How splendid it will be if you have successfully turned your dream into reality though your job -- As your objective becomes clear, you can make yourself a new man -- Nobody wants to produce defects -- Provide a good input to obtain a good output -- Ants are not always diligent -- There are three ways for solving any problem but they will ultimately be converged into one -- Human is given an adaptability to any environment -- Section 3: Difference between improvement and innovation -- First improvement, then innovation -- Improvement comes from the changes in mind above all -- Proposals that are not implemented are nonsense -- Improvement comes from the accumulation of daily efforts -- Object of improvement; what should be improved first? -- It is important to share information -- Section 4: Roles of managers -- Every company bears its social responsibility -- In actuality, the manager has four roles -- The first role of the manager is to assist his superior officers -- The second ole of the manager is to instruct and train his men -- The third role of the manager is to execute the operations of his section completely -- The fourth role of the manager is to improve and reform operations -- Section 5: Development of a strong organization -- Jobs should essentially be performed through the cooperation among people - Good rules for a good organization -- How the leader should act? -- Keywords to build up a good organization and environment are S.C.S.C. -- What type of teamwork will maintain the organization? -- Section 6: Better production of goods to lead the productivity improvement -- Improvement of productivity does not mean to increase production -- For what purpose do you work in the company? -- Factors for the improvement of productivity are "morale, technology, and management" -- Your job is effective only when you like it -- Any disposable technology does not take root -- Arrangement of the workplace before producing goods -- People will be motivated only when they are recognized -- Section 7: Safety management deserves the first priority -- Human is not a crab -- Accidents and disasters result from uncontrollable energy -- Elimination of unsafe situations and unsafe acts is the most effective preventive measure -- Safety management should be planned in the sequence of C-A-P-D sequence -- How to find and avoid any unsafe situation or act -- Safety is the first matter that everybody must be aware of -- Section 8: Campaign for proposal of improvements to make the workplace vivid -- Why the campaign for proposal of improvements is not getting under way/ -- Proposal of improvements is a manifestation of the desire of people to elevate themselves -- Let's start the campaign for proposal of improvements with the top-down system -- Five steps for promoting the campaign effectively -- Proposed ideas are nonsense unless they are put into practice -- Section 9: A 3R5S campaign that can be made into a habit immediately -- For what purpose and for whom should the 5S campaign be promoted? -- Those who pick up trash and those who never drop trash -- Does the salary rise as the 5S campaign progresses? - In fact, 5S are performed for 3R -- The "trigger," "mechanism," and discipline" for making 3R5S take root -- Key points of the "mechanism" for 3R5S -- Let's start the "planning" for 3R5S -- Hardware and software aspects of the "discipline" for 3R5S -- These are points for making 3R5S into a habit -- Section 10: Defects can be reduced and the awareness of cost can be enhanced -- A female worker was aware of it -- Products that require readjustment are all defects -- To reduce defects, first find them -- "Three-rejection campaign" and "awareness of another myself" are decisive factors -- "Red box" and "yellow box" campaign to enhance awareness of producing "non-defective products" -- Epilogue -- Who on earth in willing to do what you don't want to do? -- A thing done for other will be rewarded to you as if it was done for yourself -- Form the practice room to the stage -- Afterword
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