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By Bo Tonnquist
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Their undaunted response was “This is the fault of Kyocera Production. ” To save face, sales personnel criticized their company’s production department to the customer. Such statements were made despite the very real possibility of destroying trust in the entire Kyocera Group and losing all future orders. This kind of confrontation is the outcome of “egoism”—the desire to save one’s own skin. However, by dividing the company into small organizations under Amoeba Management and running each operation with self-supporting accounting, the desire to maximize the profit of one’s own division becomes the top priority.
Apply this to us, and note that the company cannot grow any larger than the capabilities of the management team. ” Having heard this, everyone very agreeably consented to my proposal, and I brought the person to our company. Before long, no one could deny that the top-class personnel who were hired midcareer contributed substantially to the growth of Kyocera. The people who had taken part in founding Kyocera understood that the merit-based organization is the basis of company development. They clearly saw that the merit-based organization is the means of bringing wonderful benefits to all employees.
As a result, we were able to form a lean organization with absolutely no waste, in which just a handful of people dealt with all the work outside of production and R&D. Based on the idea that “Functional needs are a prerequisite for forming departments,” Amoeba Management proposes the construction of lean organizations that fulfill the minimal necessary functions with no waste. Each Member of the Organization Should Have a Sense of Mission For some time after Kyocera was established, I was personally involved in all aspects of business operations.