Economic Models - Convex Optimization

140 Victoria Miroshnik
Japanese NC has certain MIVs: demonstration of appropriate attitudes
(taido); the way of thinking (kangaekata); and spirit (ishiki), which forms
the basic value system for the Japanese (Kobayashi, 1980). Certain MEVs
can be identified as the core of the cultural life for the Japanese, if they want
to belong to the mainstream Japanese society (Basu, 1999; Fujino, 1998).
These are (a) Senpai-Kohai system; (b) Conformity; (c) Hou-Ren-Sou and
(d) Kaizen or continuous improvements.
Senpai-Kohai or senior-junior relationships are formed from the level
of primary schools where junior students have followed the orders of the
senior students, who in turn, may help the juniors in learning. The process
continues throughout the lifetime for the Japanese. In work places, Senpais
will explain Kohais how to do their work, the basic code of conducts and
norms.
From this system emerges the second MEV, Conformity, which is better
understood from the saying that “nails that sticks out should be beaten
down”. The inner meaning is that unless someone conforms to the rules
of the community or co-workers, he/she would be an outcaste. There is no
room for individualism in the Japanese society or in work place.
The third item, Hou-Ren-Sou, is the basic feature of the Japanese
organizations. Hou-Ren-Sou, is a combination of three different words in
Japanese: Houkoku i.e., to report, Renraku i.e., to inform and Soudan i.e.,
to consult or pre-consult.
Subordinates should always report to the superior. Superiors and subordinates
share information. Consultations and pre-consultations are required;
no one can make his/her decision by himself/herself even within the delegated
authority. There is no space in which the delegation of authority may
function. Combining these words, Houkoku, Renraku, and Soudan, “Hou-
Ren-Sou” is the core value of the culture in Japan. Making suggestions, for
improvements, without pre-consultations is considered to be an offensive
behavior in Japanese culture. Everyone from the clerk to the president, from
the entry day of the working life to the date of retirement, every Japanese
must follow the “Hou-Ren-Sou” value system.
Kaizen i.e., continuous improvement is another MEV that is one of the
basic ingredients of the Japanese culture. Search for continuous improvement
during the Meiji Government of the 19th century led them to search the
world for knowledge. Japanese companies today are doing the same in terms
of both acquisitions of knowledge by setting up R&D centers throughout
the western world, and by having “quality circles” in work places in order to
implement new knowledge to improve the product quality and to increase
its efficiency (Kujawa, 1979; Kumagai, 1996; Miyajima, 1996).