Hitachi Quotes

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At two hundred fifty feet in length with a surfaced displacement of 2,200 tons, the Samisho was not a small boat. Built to the 0+2+ (1) Yuushio-class standards at Kawasaki’s shipyards in Kobe, she’d begun service in 1992, and last year she’d been brought back to the yards for a retrofit. Now she was state of the art, an engineering and electronics marvel even by U.S. naval standards. She was a diesel boat, but she was fast, capable of a top speed submerged of more than twenty-five knots and a published diving depth in excess of one thousand feet. Her electronic detection systems and countermeasures by Hitachi were better than anything currently in use by any navy in the world, and her new Fuji electric motors and tunnel drive were as quiet as any nuclear submarine’s propulsion system, and much simpler to operate. The Samisho could be safely operated, even on war footing, with fifty men and ten officers—less than half the crew needed to run the Los Angeles-class boats, and one-fourth the crew needed for a sub-hunting surface vessel

The first thing to note about Korean industrial structure is the sheer concentration of Korean industry. Like other Asian economies, there are two levels of organization: individual firms and larger network organizations that unite disparate corporate entities. The Korean network organization is known as the chaebol, represented by the same two Chinese characters as the Japanese zaibatsu and patterned deliberately on the Japanese model. The size of individual Korean companies is not large by international standards. As of the mid-1980s, the Hyundai Motor Company, Korea’s largest automobile manufacturer, was only a thirtieth the size of General Motors, and the Samsung Electric Company was only a tenth the size of Japan’s Hitachi.1 However, these statistics understate their true economic clout because these businesses are linked to one another in very large network organizations. Virtually the whole of the large-business sector in Korea is part of a chaebol network: in 1988, forty-three chaebol (defined as conglomerates with assets in excess of 400 billion won, or US$500 million) brought together some 672 companies.2 If we measure industrial concentration by chaebol rather than individual firm, the figures are staggering: in 1984, the three largest chaebol alone (Samsung, Hyundai, and Lucky-Goldstar) produced 36 percent of Korea’s gross domestic product.3 Korean industry is more concentrated than that of Japan, particularly in the manufacturing sector; the three-firm concentration ratio for Korea in 1980 was 62.0 percent of all manufactured goods, compared to 56.3 percent for Japan.4 The degree of concentration of Korean industry grew throughout the postwar period, moreover, as the rate of chaebol growth substantially exceeded the rate of growth for the economy as a whole. For example, the twenty largest chaebol produced 21.8 percent of Korean gross domestic product in 1973, 28.9 percent in 1975, and 33.2 percent in 1978.5 The Japanese influence on Korean business organization has been enormous. Korea was an almost wholly agricultural society at the beginning of Japan’s colonial occupation in 1910, and the latter was responsible for creating much of the country’s early industrial infrastructure.6 Nearly 700,000 Japanese lived in Korea in 1940, and a similarly large number of Koreans lived in Japan as forced laborers. Some of the early Korean businesses got their start as colonial enterprises in the period of Japanese occupation.7 A good part of the two countries’ émigré populations were repatriated after the war, leading to a considerable exchange of knowledge and experience of business practices. The highly state-centered development strategies of President Park Chung Hee and others like him were formed as a result of his observation of Japanese industrial policy in Korea in the prewar period.

Sometimes, You Just Need a Vibrator Coach Sommer introduced me to a Russian medical massage specialist who recommended I use the plug-in (not cordless) model of the Hitachi Magic Wand on its high setting. I’ve never experienced such heights of ecstasy. Thanks, Vladmir! Just kidding. In this case, it’s for relaxing hypertonic muscles (i.e., muscles that are tense even though they shouldn’t be). Just place the wand on your muscle belly (not insertion points) for 20 to 30 seconds, which is often all it takes at the proper hertz. Tension headaches or a stiff neck? It’s great for relaxing the occipitals at the base of the skull. Warning: Having Hitachi Magic Wands lying out around your house can go terribly wrong—or terribly right. Good luck explaining your “hypertonic muscles.” As one friend said to me, “I think my wife has that same problem. . . .”   Gymnast Strong Unusual and Effective Bodyweight Exercises In less than eight weeks of following Coach Sommer’s protocols, I saw unbelievable improvement in areas I’d largely given up on. Try a few of my favorite exercises, and you’ll quickly realize that gymnasts use muscles you didn’t even know you had. QL Walk—An Unusual Warmup

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I was such a sucker for a self-sacrificing man with a tough exterior and a secret heart of gold. Honestly, it was my weakness. The Kryptonite to my Superman. The tendon to my Achilles. The Hitachi Wand to my vow of abstinence.

Case, you want the fifth socket from the left, top panel. There’s adaptor plugs in the cabinet under the console. Needs Ono-Sendai twenty-point into Hitachi forty.

Toshiba and Hitachi made better sets at the time, only they showed them on the Ginza in Tokyo and in the big-city department stores, making it pretty clear that farmers were not particularly welcome in such elegant surroundings. Matsushita went to the farmers and sold its televisions door-to-door, something no one in Japan had ever done before for anything more expensive than cotton pants or aprons.

Toyota enjoys a relatively stable environment. The car industry allows changes only once a year (a model year change) and usually, from one year to another, the vast majority of the components are the same. That is not the case for many other industries. For example, in major sections of the electronics industry, the life span of most products is shorter than six months. To some extent, instability of products and processes exists in most other industries. For example, Hitachi Tool Engineering is producing cutting tools, a relatively stable type of product, but fierce competition forces this company to launch new cutting tools, that require new technology, every six months. It is a Sisyphean task to implement Lean in such an environment.

Toyota enjoys a relatively stable environment. The car industry allows changes only once a year (a model year change) and usually, from one year to another, the vast majority of the components are the same. That is not the case for many other industries. For example, in major sections of the electronics industry, the life span of most products is shorter than six months. To some extent, instability of products and processes exists in most other industries. For example, Hitachi Tool Engineering is producing cutting tools, a relatively stable type of product, but fierce competition forces this company to launch new cutting tools, that require new technology, every six months. It is a Sisyphean task to implement Lean in such an environment. A second aspect of the stability required by TPS is stability in demand over time per product.

So, to recap, we seem to have light vacillating between a parti-clelike existence and a wavelike one. As a particle, the light is emitted and detected. As a wave, it goes through both slits at once. Lest you discount this as just some weird property of light and not of matter, consider this: the identical experiment can be done with electrons. They, too, depart the source (an electron microscope, in work by a team at Hitachi research labs and Gakushuin University in Tokyo) as particles. They land on the detector—a scintillation plate, like the front of a television screen, which records each electron arrival as a minuscule dot—as particles. But in between they act as waves, producing an interference pattern almost identical to that drawn by the photons. Dark stripes alternate with bright ones. Again, the only way single electrons can produce an interference pattern is by acting as waves, passing through both slits at once just as the photons apparently did. Electrons—a form of matter—can behave as waves. A single electron can take two different paths from source to detector and interfere with itself: during its travels it can be in two places at once. The same experiments have been performed with larger particles, such as ions, with the identical results. And ions, as we saw back in Chapter 3, are the currency of the brain, the particles whose movements are the basis for the action potential by which neurons communicate. They are also, in the case of calcium ions, the key to triggering neurotransmitter release. This is a crucial point: ions are subject to all of the counterintuitive rules of quantum physics.

There is an explanation to these companies’ failure to implement Lean; an explanation that is apparent to any objective observer of a company like Hitachi Tool Engineering. The failure is due to the fundamental difference in the production environments. When Taiichi Ohno developed TPS, he didn’t do it in the abstract; he developed it for his company. It is no wonder that the powerful application that Ohno developed might not work in fundamentally different production environments.

The Hitachi Corporation has created the world's smallest, thinnest RFID tags. Referred to as the “powder type,” these tags are barely detectable to the naked eye. They are so small that they can be easily incorporated into thin paper or a single clothing fiber. These tiny tracking devices

Whatever you do, always remember that 'right and wrong' is more important than 'profits and losses.

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