kobe steel scandal latest to expose ‘made-in-japan’ fault-lines

by:Powerful Toys     2019-11-19
UNDER the once-
Intimate, trusted keiretsu system touted-
Based on the connection between the manufacturer and the supplier, \"manufacturing-in-
\"Japan\" has become synonymous with industrial quality and reliability.
This reputation has been eroded in recent years.
Kobe Steel is the latest in a series of corporate scandals involving data tampering and other deception to tarnish the quality mark of Japanese companies.
This may be a sign that the government\'s efforts to improve corporate governance are seeing more disclosure of misconduct.
But the root cause is more likely that Japanese manufacturers have failed to meet modern compliance standards in response to shrinking domestic markets and increasing global competition.
As the focus shifts to the market mechanism rather than the comfortable relationship --
According to these arrangements, Japanese manufacturers have to compete on prices to expand their customer base.
\"Increasingly fierce global competition forces Japanese manufacturers to reduce costs in order to improve efficiency while achieving production quotas that are often difficult to achieve,\" said Hiroyuki benkazu, a lawyer at Tokyo\'s Kasumigaseki law firm.
The cornerstone of the Japanese automotive industry group company system.
Hitoshi Kaise said that with increased competition in the market, these automakers are now investing less in suppliers, spending less time checking what these suppliers\' factories produce, rolamberg\'s automotive industry consultants and partners.
In addition, Japan\'s economy has experienced decades of sluggish growth, and Japan has fallen into deflation due to shrinking population and increasing competition from its Asian neighbors.
Miyaki Miyajima, a professor and corporate governance expert at Waseda University, said these pressures could weaken the competitive power of Japanese companies.
The list of manufacturers is long and growing.
Nissan Motor Co. had to recall every new car sold in Japan in the past three years after forging security checks.
Suzuki Motors and Mitsubishi Motors are both facing scandals over fuel economy testing for cars, and now the bankrupt airbag manufacturer Takada has also acted improperly, with Toyo Tire Rubber Co. Ltd and Asahi Kasei Co.
Hiroshi Osada said: \"Although it is correct to focus on the goal at first, it has gone too far to resort to deception by companies that can\'t reach the goal, \"Expert in production quality, professor of bangqiao University.
Nobuo Gohara, a lawyer specializing in compliance, said compliance rules have become more stringent in the past 15 years, but many Japanese companies have continued the usual practices in the past, following the Olympus accounting scandal in 2011, he attended the audit of the company.
\"There are many of these problems lurking on the factory floor,\" he said . \".
Professor Thomas Clark said that as other Asian economies, including China, gradually improve their standards of quality and reliability, Japan will face the risk of \"loss\", an expert in corporate governance at the University of Technology Sydney.
Not just unreliable data.
Toshiba Corp. is still struggling with an accounting scandal, with a series of misconduct at Tokyo Electric Power Co. , the operator of the disaster-stricken Fukushima Daiichi nuclear Power plant.
Just last week, Japan\'s nuclear regulator said Japan\'s nuclear fuel manufacturing Records said it had carried out safety inspections, violating the safety rules of its rokasho website.
The start-up data of the factory has been delayed 23 times.
Osada of bunchin University said that even if measures were taken to strengthen external monitoring of the company, \"it is not possible to conduct inspections day after day\", who participated in an external audit team during the Toyota 2010 recall crisis.
Companies have to do more to develop a culture in which workers are able to raise concerns with their bosses and say \"no \", teamwork was used to capture misconduct by other employees, added osada.
Shin shishijima, a lawyer and president of Japan\'s Corporate Governance Network, said more attention should be focused on Japanese board members who were not active enough when the scandal occurred, noting the company\'s tendency to overmanage
Relying on the appointment of external groups that are not truly independent.
The company\'s governance reforms are having some impact, says Ushijima.
At Toshiba, he said, \"The board, while not perfect, was improved after the restructuring. ” —
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