Let me talk about the "Kato Guinness Book" briefly. It is actually called the "Number One Book," and indicates the top records for each area of work in the company. It is not for use by superiors to challenge their subordinates to conduct tasks faster, but rather for providing each Katoite the ability to open a book and learn of past top records for the work they are involved in. The objective is to stimulate work motivation by showing Katoites that they too can become record holders in the Kato Guinness Book if they break a record related to their tasks. The book is placed in the company cafeteria, conference room and other areas where it can be accessed easily by all Katoites.
  At the Kashiwazaki Factory and other sites, each person establishes goals and approaches work with these in mind, thus creating good results. However, we are currently considering renewing the book concept and creating a "Guinness Record Page" in our internal newsletter so that the information can reach all Katoites. One idea is to introduce people using photographs, saying, "Mr. or Ms. X created this record by challenging him or herself." We are also examining the creation of a worldwide database to make the records more interesting as one will be able to see and read about Katoites around the globe. It would also be great for people in a group to focus on a specific target to challenge rather than work involving only a single person. Records that could be listed include time required to process a component using a specific machine, the dimensions of the smallest part ever made by Kato Spring, etc.

  I don't need to hear people saying, "Okay, let's do our best." I want people to be doing something because they want to do it, to work because they are motivated to do so. Only when in this frame of mind do people really demonstrate their strengths. When someone works because they are ordered to or forced to, they may work at a certain rate or quota because pressure is being applied. In this situation, work efficiency stops when the company member reaches a level believed to be sufficient for not being reprimanded. In the case of a sales quota, efforts end when the targets are attained. However, when a person is working because he/she is motivated, the person will increase sales because they are motivated regardless of quotas. He/She will work showing the maximum potential of his/her abilities.
  For example, I often find myself unknowingly reading a book through the night because I find it really interesting. I believe that amazing things can be accomplished if each company member has the right frame of mind and the combined unit functions as the corporate organization. In the corporate environment of Singapore, where company members kept leaving, I found myself thinking more and more along this line of thought.
  There is a difference similar to that between heaven and earth for work done because you are ordered to and work done because you want to do it. The company must give less orders and maintain a high level of freedom if a style of work is to be developed in which each individual acts in accordance with his/her own motivation and ideas.

  It is truly interesting trying to figure out how to conquer a mountain while climbing it. In the same way, let us respect the methods of other individuals at work. If the objective is clear, let us leave the method adopted by the person up to him or her. When I say this, I always hear the comments, "Work is not play. Your approach lacks seriousness!" However, is this really the case? I would like to counter that this thinking itself means that you are judging right or wrong within the frame of conventional Japanese corporate systems, organizations, customs, education and other subjects. As an example, in the case of mountain climbing, I believe the process of "planning, preparing, executing and success" is a program for a single individual to achieve happiness. If so, the true form of work that generates motivation should not present any difference. There is no difference in the sense that it is a "Win-Win" action in which you find your purpose in life.
  Since the early 1990s when the Japanese economy lost its balance and began having problems with recovery, many debates and analyses began to be heard concerning the structure of today's Japanese companies. People were saying that the Japanese corporate management of today still interprets the private lives of company members such as their hobbies and leisure as a hindrance, unnecessary or absent of value.
  Although efficiency is important, what should only be a means has become the objective in many, many cases. Once again, our objective is a "Win-Win" relationship in which the lives of Katoites and success of corporate operations are integrated through the work approach of "Cheerful, Enjoyable, Lively and Exciting. I did it!"