Introduction of management mode of Japanese-funded enterprises

Introduction of management mode of Japanese-funded enterprises

With the development of economic globalization, more and more Japanese enterprises regard the China market as a battleground, and most Japanese enterprises pay more and more attention to the cultivation of localized talents, which brings opportunities for many people to work in Japanese enterprises.

1. 1 Characteristics of Japanese enterprises

Influenced by typical Japanese culture, Japanese enterprises are gentle, cooperative and meticulous, and:

Candidates for junior and senior high school positions are limited.

A notable feature of Japanese companies' recruitment in China is that there are limited middle and senior positions and few management positions. Generally, the positions recruited are mainly business backbones, and middle-level managers may be the highest level, which may be related to the way Japanese companies are willing to train people. However, in the past two years, with the acceleration of the localization process of Japanese enterprises, some small and medium-sized Japanese enterprises have also begun to recruit ministers and deputy general managers. This provides opportunities for people who have certain work experience and want to enter Japanese enterprises.

It is reported that large Japanese-funded enterprises such as Itochu, Mitsui, Mitsubishi, Sumitomo and Marubeni are limited to business personnel. Japanese often occupy management positions in these enterprises, and it is difficult for local talents to enter the top management. In some small and medium-sized factories and service enterprises in Japan, it is possible to provide ministerial positions.

stable

The biggest advantage of Japanese enterprises is stability. European and American companies with poor performance will soon be fired-it is a common phenomenon that middle managers of European and American companies are fired in China. But not in Japanese companies, and the internal competition is not very fierce. Even if the performance is stagnant, as long as the work attitude is good, you will not lose your current position, and your promotion will be slower at most. Japanese companies will not lay off employees easily, and the company regards layoffs as a disgrace to the company.

Everything is taught.

Every job has the experience of "predecessors" for reference, and even someone will teach you by hand.

Raise people to old age.

In European and American enterprises, it is customary to use money to pay all the labor at that time, while in Japanese enterprises, part of the employees' wages are paid after retirement, thus ensuring that the employees of the company still have the guarantee of life after retirement.

Hierarchical hierarchical

The company will have a strict management model. For example, there are grandparents (old employees) and juniors (new employees) among the employees, and the juniors should obey orders unconditionally. This very strict management system makes it difficult for people unfamiliar with Japanese culture to feel comfortable.

Cultivate soft function

European and American enterprises attach importance to the relationship between superiors and subordinates. If they are management, they should know who their subordinates are and to whom they report. In Japanese-funded enterprises, attention is paid to the relationship between the upper and lower levels, not only the leaders above, but also the good relations with colleagues. In Japanese enterprises, people's soft functions can be cultivated, mainly including interpersonal skills and mutual assistance skills.

Management is very standardized.

The reason why foreign companies attract talents is mainly because of the standardized management of foreign companies. This is conducive to cultivating young people's professional attitude and professional ethics, and this professional spirit is also an aspect of a person's comprehensive competitiveness in the workplace.

1.2 Japanese enterprise talent demand

Prefer three types of talents:

fresh graduate

According to Mr. Ma Siyu, who has many years of experience in personnel work in Japanese enterprises, relatively speaking, Japanese enterprises prefer fresh graduates and pay more attention to students' basic qualities, including learning ability, self-control ability and coordination ability.

If you enter a Japanese company, the company will systematically train students' skills. Therefore, except for some special positions, the special skills of candidates are generally not required during recruitment.

Japanese companies recruit their favorite fresh graduates. February, March and April are the peak seasons for Japanese-funded enterprises to recruit graduates. Different from other enterprises, a major feature of Japanese enterprises is to welcome fresh college students to join. According to the HR manager of a Japanese IT company, the company will go to the school to directly recruit fresh graduates every year, with secondary school, junior college and undergraduate education. As long as the other party's basic knowledge is in place and has strong acceptance ability, it basically meets the requirements.

This is inseparable from the special management style of Japanese enterprises. Japanese companies generally don't like people with work experience. Odorless college students are easy to cultivate and manage. HR of a Japanese company admits that Japanese companies don't accept people with working experience in European and American companies because they are "difficult to bring and can't integrate into Japanese corporate culture". Japanese companies that emphasize discipline and qualifications need every employee to abide by the company's rules. In this respect, newly graduated college students are more suitable.

Japanese companies are willing to recruit a large number of college students because they are used to cultivating talents themselves, rather than digging people at will. Therefore, college students who have no work experience generally start from the bottom of the enterprise and gradually accumulate experience. Generally, boys are mostly sales assistants, while girls tend to be administrative. In some technical industries, Japanese companies will also recruit some technical students, such as architectural design and structural design. This kind of thinking of Japanese companies makes it easy for many fresh graduates to find jobs in Japanese companies as long as they have certain Japanese skills.

Proficient in English and Japanese

Japanese companies attach great importance to the Japanese level of non-technical talents, and generally require level 2 or above. However, Japanese companies with serious beautification in Europe mostly use English as their working language, and often only use Japanese when contacting the headquarters.

People who understand Japanese psychology

What Japanese companies really want is to have certain analytical and reactive abilities, understand the Japanese psychology and do things just right. And the talent who can do this is not just as simple as fluent Japanese. Some people who have stayed in Japan are often very popular in Japanese enterprises. It is precisely because they have mastered the rules of Japanese doing things that Japanese bosses prefer to have such employees in the company.

1.3 Salary Status of Japanese Enterprises

general situation

The wages of men and women are different.

The median and average wages of men in various Japanese-funded enterprises are higher than those of women. For example, in the annual salary (net salary) of senior management positions, the central value of men is138,000 RMB, and that of women is 12 1600 RMB; The average value of men is 179774 RMB, and that of women is 134300 RMB. In Japanese-funded enterprises, women are mostly engaged in assistant posts and business posts, while men account for a higher proportion in business posts, technical posts, IT posts and specialized posts with more business trips and overtime work, resulting in lower wages for women than men. In fact, foreign-funded enterprises other than Japanese-funded enterprises are less affected by gender in job distribution. Their wages are generally not determined by gender, but by the type of work.

Raising wages, 45 years old is the hurdle.

Both men and women reach their peak before the age of 45. With the increase of age (the length of service in the same job), the salary level also rises relatively, especially in the age group of 25-35, which is consistent with the employment age of middle managers. After the age of 45, the wages of both men and women have gradually decreased, which does not reflect the results of Japanese-funded enterprises' seniority. Like 35 years old? The median of 39-year-old men is 97050 RMB; 40? The median of 44-year-old male is 10 1.470 RMB; By the age of 45, the median male is 89,700 yuan. For this generation of people who are difficult to adapt to the new environment, even if they experience it, the wage gap will widen relatively because of the differences in performance and positions, and the chances of job-hopping will be relatively reduced.

Education is rising? Salary? high

With the improvement of educational background, the salary level also rises relatively, and the relationship between educational background and salary is quite remarkable. In addition, the wage differentiation of bachelors, masters and doctors is gradually heating up. This phenomenon is related to the increase of professional research posts and specialized posts.

Compared with the difference between college and undergraduate, the salary difference between undergraduate and master is more significant, and master is more sought after. This is due to the high content of specialized posts in recent years, and foreign-funded enterprises actively recruit local talents to hold senior positions because of localization. Especially in logistics, service and senior management positions, the salary of master's degree is about twice that of undergraduate course. In addition, although the salary levels of senior high schools, technical secondary schools and junior colleges have reversed in half of the above categories, the average salary is lower than that of undergraduate education, which shows that undergraduate education and above is still the employment benchmark of Japanese-funded enterprises.

Job category wage competition

Sales category: the salary level of Japanese-funded enterprises is relatively high, which reflects the good performance of Japanese-funded enterprises. Junior positions change jobs frequently, and with the rise of positions, the phenomenon of job-hopping between different industries gradually decreases. Business positions are to cultivate professional business skills in all walks of life, and experience is more important. Senior positions and managers have higher salaries.

Market jobs: Generally speaking, there are more senior talents in market jobs, so the salary level is also higher. The wage level of enterprises of any nationality is at a high level. Due to the increase in job-hopping of experienced enterprises, Japanese-funded enterprises are gradually recruiting talents with experience in European and American enterprises. Although foreign language ability is an important condition, professionalism and rich experience in the same industry are paid more and more attention, so talents are very scarce. Compared with other enterprises, local enterprises have the highest salary level in the 75th percentile, which shows that local enterprises are actively recruiting senior talents. In addition, some high-wage sample data have also appeared in Japanese-funded enterprises. It is estimated that the localization of business close to business judgment, such as market development and planning for China market, is gradually advancing.

Technical occupation: Japanese-funded enterprises have a strong demand for technical talents with Japanese proficiency, resulting in a serious shortage of talents. Therefore, for Japanese-funded enterprise talents, in addition to technical ability and professional quality, Japanese ability has also become an extremely important factor in determining the salary level of engineers.

IT job category: No matter in Europe, America or Japanese-funded enterprises, there is a strong demand for talents with both professional quality and foreign language ability. Coupled with the shortage of talents, the median and average wages are relatively high. In addition, the salary of experienced project managers is also high, but because of their strong independent ambitions, there are more cases of starting their own businesses.

Post salary analysis

Personnel above department level:

The average annual pre-tax cash income of Japanese-funded enterprises is 6.5438+0.26 million yuan, which is 54.5% of the corresponding income of managers and above in European and American enterprises. The department head is 60,000 yuan, which is 71.3% of that of European and American enterprises; Professional and technical personnel are 49,000 yuan, accounting for 69.2% of European and American enterprises; Ordinary employees are 38,000 yuan, which is 79.8% of European and American enterprises; The number of workers 1.9 million yuan is 68.3% of that of European and American enterprises.

Team leader level (department manager):

Among department heads, the average annual cash income of sales heads is still at the highest value, which is 6.5438+0.72 million yuan; Secondly, the duration of information technology courses is 6.5438+0.3 million yuan; Project 6.5438+0.32 million yuan; The lowest is the director of production management, with an annual cash income of 63,000 yuan. In addition, the annual cash income of the heads of human resources and finance departments is in the middle of all departments, about 12.3 and107,000 yuan respectively.

Department heads and directors (department heads):

The positions of key customers and heads of information technology departments are relatively high, and the average annual cash income reaches 1 1.5 million yuan and 1.4 million yuan respectively; The number of people in charge of regional sales department and sales administration department is about 9,000-65,438+10,000 yuan; The finance, human resources and administrative departments are responsible for human settlements, about 68,000 yuan; The long-term cash income of warehouse assistant department and production assistant department is in the lowest position, with an average annual cash income of only about 30 thousand yuan.

Technical engineer:

Among them, senior engineers have the highest annual cash income, and can get 8 1 000 yuan; Technical engineers below senior level are floating around 30,000 to 40,000, which is similar to each other.

Compound talents are hot.

Among Japanese-funded enterprises, compound talents with Japanese ability are more popular, and their salary level is often better. For example, positions such as group financing, fund management and internal audit have a great demand for Japanese accounting talents. Although there are more women among financial professionals, considering the internal balance of the company, many enterprises want men to hold this position. At the same time, the wages of male accountants who know Japanese are rising because of their excellent business and insufficient number. In the past, personnel in Japanese-funded enterprises were only internal management or even internal services, but now personnel, as a partner in enterprise management decision-making, has been paid more and more attention in Japanese-funded enterprises. At the same time, the demand for personnel management talents is also increasing. On the other hand, because enterprises have high expectations for personnel management talents, they have high requirements for talents in all aspects, while Japanese enterprises are backward in training full-time talents, which makes qualified talents seriously insufficient and the imbalance between supply and demand is very prominent. The advantages of foreign languages in this position are obvious. After all, it is extraordinary to be able to communicate freely with foreign employees in foreign languages. With the strengthening of compliance business, the demand for legal talents in Japanese-funded enterprises has increased sharply in recent years. At the same time, because of the regularization of lawyers' qualifications, qualified talents are also increasing. But not many people want to engage in internal legal affairs. There is a shortage of high-level foreign language talents and talents with practical experience who can negotiate with the head office and overseas legal persons, and the length of service in this position has become the key factor to determine the salary. In addition, there are a large number of enterprises in the electronic, electrical and semiconductor industries, and the demand for related talents is also large. The technical requirements for talents are very high, so talents who are proficient in Japanese science-related professional background or product knowledge are particularly popular. However, because the domestic science talents are mainly English majors, Japanese talents are in short supply. People who major in science, understand Japanese, or Japanese, and have some relevant experience are also very popular. In order to pursue career stability, talents with relevant experience often transfer to enterprises with physical factories, and it is difficult for some small trading companies and agents to obtain talents with relevant experience and proficiency in Japanese.

Budget management mode of Japanese-funded enterprises

The capital expenditure management methods of Japanese enterprises are mostly based on target cost management. I dare not say that it can represent the capital expenditure management mode of most Japanese enterprises, but I can still see it from the inside.

Pre-control of capital expenditure budget

Behind the capital expenditure management is cost control. Japanese companies generally set costs in the following order: first, determine or estimate the market sales target price, then design products including product positioning and product functions, and then make cost budget to determine the planned cost. Setting target cost before designing new products is one of the characteristics of cost management in Japanese companies.

On the premise that the market can accept the product price, determine the product price and profit target, and then determine the target cost; In order to ensure the realization of the target cost, all-round cost control is needed. After the overall target cost is determined, it should be decomposed according to the product structure, the main function of the product, the formation process of the product cost or the project structure of the product cost, and the overall target cost should be decomposed into all aspects of production and operation layer by layer. In the process of decomposing the total target cost, the upper limit of capital expenditure in production and operation links has been defined, so that the capital expenditure budget can be managed and controlled in advance.

Capital expenditure budget management

Enterprises will inevitably encounter unpredictable and uncontrollable events in their production and operation, which will have a great impact on the capital expenditure budget based on the target cost from the beginning. In this case, the total amount control and adjustment within the quota are generally adopted to ensure the realization of the total target cost, that is, the realization of the annual capital expenditure budget. Usually, monthly scrolling and quarterly scrolling are used for adjustment. Specific practices are as follows:

(1) This year's capital expenditure budget is broken down into1~ March monthly budget according to the total amount in the first quarter, and the capital budget in the second, third and fourth quarters is compiled quarterly;

(2) Break down the capital expenditure budget from 1 to 1 ~ 4 weeks; Submit the capital expenditure plan for next week every weekend, and the group finance department will examine and approve it according to the monthly capital expenditure budget;

(3) Before the implementation of the capital expenditure budget in the third week of 5438+10, the capital expenditure budget in the fourth week was adjusted according to the analysis of the difference between the implementation of the capital expenditure budget in the first three weeks and the total capital expenditure budget of this month. At the same time, according to the forecast in February, adjust the capital expenditure budget in February and the total budget in the first quarter;

(4) Adjust the capital expenditure budget in March according to the analysis of the differences in the implementation of the capital budget in February. Except for unforeseen and uncontrollable events in the first two months, the actual total capital expenditure in June 5438+0 and February plus the capital expenditure budget in March shall not exceed 1.2 times of the original capital expenditure budget in the first quarter;

(5) Before the end of the first quarter, determine whether it is necessary to adjust the quarterly capital expenditure budget for the next quarter according to the implementation of the capital budget for the first quarter and the forecast of the remaining budget period of this year, and prepare the monthly budget for the second quarter from April to June according to the adjustment of the budget for the next quarter to determine the total budget for the second quarter;

(VI) Before the end of the second quarter, determine whether it is necessary to adjust the annual budget of the current year according to the budget implementation in the first and second quarters, the capital expenditure budget implementation in June, and the forecast of the remaining budget period of this year. At the same time, according to the annual budget adjustment, prepare the monthly budget for the third quarter from July to September and the total budget for the fourth quarter. The actual total capital expenditure in the first 1 quarter, April and May plus the capital expenditure budget in June shall not exceed 1.2 times of the original total capital expenditure budget in the first and second quarters;

(seven) the third and fourth quarters and so on. Finally, ensure that the annual capital expenditure budget does not exceed 0.2 times of the annual target of 65438+.

Post-event control of capital expenditure budget

The ex post control of capital expenditure only needs to include two parts: one is the evaluation of capital expenditure budget; One is that the Audit and Supervision Department monitors the implementation and control of the capital expenditure budget of a single business and the institutional effectiveness of the budget system through irregular spot checks and process walk-through tests.

The evaluation of capital expenditure budget mainly includes the following three aspects:

Evaluate the completion of the budget target of the budget unit, that is, the operating performance;

Evaluation of the budget execution department;

Evaluate the budget management system.

Draw a lesson from ...

Through the control methods of capital expenditure of such enterprises, it can be seen that the key to strengthen the control of group capital expenditure in manufacturing group enterprises is to make the control have a basis, that is, to control after establishing the target value of capital expenditure, which involves the problem of how to determine the target value. By establishing the profit targets of each subsidiary, Japanese-funded enterprises push the target cost from small (subsidiary level) to large (group company level), and finally determine the group profit targets and target costs step by step, thus controlling the capital expenditure of the whole group. This is an effective way for the group headquarters to maximize the utilization efficiency, minimize the cost and control the risk of the group funds through effective management of the funds of the whole group company, including all regions and subsidiaries, so as to maximize the interests of the whole group.

My opinion on witnessing the management mode of Japanese-funded enterprises

Recently, because of my work, I visited many enterprises and participated in several training courses for enterprise managers. Here are some ideas:

1 is the 28 principle in any field, and so is being an entrepreneur. Success and failure also conform to this 28 principle, just like stock trading and real estate speculation.

However, even eight people seem to have enough reasons to succeed at any time. Most people don't listen to other people's ideas, which is also consistent. Most people think they are smart, and their arrogance is greater than their confidence.

3. Many people's thoughts have been stuck in their understanding of some things a few years ago. What is enterprise management? Most entrepreneurs' knowledge stays in the description of self-righteous workshops. However, most of them turn a blind eye to the problems existing in their own enterprise management and are unwilling to seriously follow successful management models and methods.

4. We think the 28 principle is reasonable. Undoubtedly, the probability of each entrepreneur falling into 8 is much higher, but most people feel that they are part of 2. Through our understanding of this, can we realize that what we should learn is far greater than what we already have? If we realize it, let's start with an open mind. Although we have thought so since childhood, we just really do it.

5, go out and have a look, this is much more important than how efficient you think your management is at home.

The reason why the above content is written in the description of some foreign-funded enterprise management cases is mainly to let everyone have a self-knowledge, treat some cases with an open mind and get a deeper understanding.

When you go to a Japanese company, most people can see that it is clean. Why can't China do this?

Many entrepreneurs who are doing it will think that this has a lot to do with the development of the enterprise?

We can cite countless little things. In these trivial matters, the results of different enterprises are different, and the evaluation of the importance of these trivial matters is different.

Over time, a well-managed company is undoubtedly a company with good details, while a company with muddled management has failed to do seemingly unimportant things well.

An enterprise that can pay attention to detail management can have clear processes, be implemented and operate effectively. However, it is difficult for an enterprise with poor details to effectively carry out the so-called management process, and as a production enterprise, management process is so important.

Last week, I went to see a Japanese hardware and plastic parts factory, which produces parts for Japanese automobile factories. The factory is small, but clean and bright, much better than our electronics factory. The documents in the office area are a pile under the desk of every employee. Everyone can discuss the work, but this is limited to the discussion on paper, but the implementation process must be a process. So from time to time, I see employees pick up a big folder from under the table and then work on it. . . . . There are several filing cabinets against the wall for public documents.

Entering the production area, the equipment density is much higher than that in China, but there are not many goods storage areas, which is probably consistent with Toyota's idea of zero inventory. Because of the high equipment density, in fact, the unit rental output is more. Because of the high density, the effective monitoring of managers is stronger and the labor intensity of managers is also reduced. Most injection molding machines use robots, which greatly increases the degree of automation and reduces the staffing, while workers mainly do product inspection and packaging. Another difference with our injection molding factory is that their feeding is automatic. The way of feeding is that there is another floor on the top floor of the workshop, and the upper floor is the feeding area, including some heating and dehumidification processes. Many domestic injection molding plants stop feeding.

In fact, these are trivial things mentioned above, but many trivial things add up to the idea of a business manager.

Enterprises are currently implementing ERP management. Their plan is to bring all the documents and resources of the enterprise, including the purchase of daily consumables, into this ERP. According to the Japanese supervisor's thinking, we will not approve all expenses except ERP. All the expenses and articles of the enterprise should be encapsulated in this ERP, which should become a burner in the company's operation process and record all the data related to production management and operation.

Imagine how many people in our enterprise will think of this idea, not many, because many business owners themselves don't know what ERP is and what recorder is, so how can they understand and describe this management model?

Another idea is typical empathy. If you must think that you are right, please put yourself in the other person's shoes and find out more reasons for doing so! If you find a reason, you will deny your own ideas. Otherwise, arrogance is always greater than confidence.

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