pass it on: us executive learned from japanese management
Troy Roberts is chief executive of quality manufacturing.
A small metal stamping company in Colorado Springs, Colorado, has 74 employees and annual sales of medical devices and other metal product parts are $7 million.
In 2016, Roberts served as president and chief operating officer of AIDA. American Corp.
North American subsidiary of Japan
Base 2 AIDA
The world\'s largest high-tech manufacturer
Precision mechanical stamping and automation equipment in the automotive, electrical and electronic industries.
Q: Have you learned any management techniques in your work with a large Japanese company and you are currently using them for quality cards: Of course I have learned.
I have worked in this Japanese company for 21 years and run their American company. S.
And European operations for several years.
Quality is a major management rule.
Don\'t accept the poor quality, don\'t pass it.
If everyone has such genes in their DNA, then you have the first pillar of a great company.
Q: What other management concepts did you learn during firmA in Japan: the importance of transparency.
I mean, all employees have to really understand the strategic plan and receive performance feedback on a monthly basis.
This enables everyone to work together to achieve their goals. That is super-
Japan\'s methodology is deeply rooted.
The Japanese also highlighted a performance management system that emphasizes the achievement of individual goals related to the company\'s goals.
Q: Did you learn from the mistakes you made early in management? I think one of the biggest lessons I \'ve learned is the importance of keeping things simple.
Your plan, your goals and your goals must be very easy to understand and challenging, but achievable.
Because if you make things too complicated, you can\'t get the results you want.