Sony Group Corporation

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What techniques and methods does Sony use to keep the company among the leaders in the production and sales of electronics for decades, despite such serious competitors as Panasonic, SANYO, LG and Philips? It's all about TQM (Total Quality Management), in other words, a special quality management system.

TQM is based on special attention to the consumer, his demands and expectations. Successful forecasting of these moments and prompt launch of the products required by buyers into production is the main secret of Sony. Emphasis on marketing, organization of feedback through research and surveys of the target audience allow pharmacy database to establish continuous improvement of their products.

In addition to Toyota's developments (the kaizen principle, lean manufacturing, quality control), Sony has implemented the "six sigma" method. This is the use of tools that identify deficiencies in processes and help develop methods for their optimization. The algorithm consists of five stages (abbreviated - DMAIC):

Define: Understand the purpose of the project, what the customer wants, performance metrics, and any issues that arise.

Measurement. Accumulation of information about the state of affairs.

Analysis. Analysis of information to find the roots of problems.

Improvement. Generating options to overcome shortcomings and eliminating them. For example, using a different technology, retraining employees, etc.

Control. Developing a set of measures to organize control in order to prevent difficulties from arising in the future. This includes procedures for monitoring changes, developing criteria and standards, and systematically updating procedures.

Sony encourages its staff to actively participate in production process optimization issues and implements them. The company's managers invest heavily in procedures to improve the qualifications of its employees.


Applicability of the Japanese management model in Russia
The question arises: whose management model, Japanese or American, is more applicable to Russian reality? To answer this question, it seems correct to analyze the basic principles of functioning of Japanese companies from the standpoint of the applicability of their experience in Russia:

The principle of lifetime employment
It is impossible to fully adopt it in our country, which is due to the orientation of most Russian enterprises towards making a profit in the short term or relying on the contract system.

On the other hand, in the Russian Federation there is a well-established tradition of a significant portion of workers tying their fate to one organization from the moment they start working until they retire. However, this habit is dictated, first of all, by fear of change. In fact, the main adherents of such behavior are mature workers and specialists. Whereas young people are ready to easily change their place of work in search of more favorable working conditions.