Personnel rotation system and career opportunities

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One of the principles of the Japanese management model is the mandatory requirement for regular changes in the type of activity within the scope of one's area. The goal is to maintain interest in work, prevent fatigue and "burnout". Guarantees for career growth for responsible and hardworking specialists will be equally mandatory - depending on age and length of service.

Quality control system for the organization pharmacy database and execution of work
Kiichiro Toyota (the founder of the well-known brand) once put forward an idea that became the basis of the Kanban system, which is now a model for organizing the structure of enterprise management within the framework of the Japanese management model. In short, its core was the idea of ​​the need to achieve the completion of each stage of work strictly in accordance with the schedule at any cost. At the same time, communications between employees resemble relationships with clients, which leads to the highest possible degree of quality of the operations performed.

Operational control by management structures
Managers of any level are located directly at the production site (for example, the shop manager has an office in the shop itself) in order to directly monitor the progress of work. There is a feedback system, when any employee's proposal is not rejected outright without discussion, and meetings end only after unanimous acceptance of the plan and tasks by all is achieved.

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Alexander Kuleshov
Alexander Kuleshov
General Director of Sales Generator LLC
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The basis of the work system is order.
For the Japanese, it is very important to achieve a state of harmony, that is, to achieve the elimination of any manifestation of chaos: in clothing, at work, in a personal closet, and so on. Accuracy, cleanliness, discipline - all this generates harmony, and without it it is impossible to achieve real quality. Perhaps such requirements even border on fanaticism, but the same Toyota Motor Corporation, with an annual turnover of 224.4 billion dollars, proves by its example that there is a grain of reason in this.

The modern Japanese management model demands a lot from any employee of the company. The whole point is that the requirements are equally strict for both the worker on the conveyor and the vice president - a single order and regulations governing the life and work of the entire team. The whole range of measures of moral and material incentives is not forgotten: bonuses and certificates of honor, benefits for the purchase of shares and memorable gifts. In addition to this - the organization of family vacations at the expense of the enterprise and many other techniques and methods of effective team building, which the famous writer Ingiu Ou described in his book "Japanese Management. Past, Present, Future".