"Using four people to do the work of three"
  "Creating excellence through participation by many"
  There are many phrases within our company that may appear strange when just glanced at.
The concept of labor conservation is to use two people to do the work of three. This is the origin of the "kaizen" (improvement) process that Japanese companies are known for. However, in this case, if the manufacturing line is made for three people, the other two people will not continue to fulfill the duties of the individual taking a break if he/she always breaks. One of those still working will quit out of disgust and the one person remaining cannot operate the line single-handedly. This is the type of thinking that is needed in this era where company members may quit. And it is not a problem unique to manufacturing lines.
  I am not opposed to the thinking of "doing the work of three with two." In fact, Kato Spring is moving in that direction. However, the new theme is what will be done to eventually lead to this.

  People must do creative work and this requires much input. Some people may like to work everyday, from morning to night, at the company and do so earnestly at a desk without talking to anyone. However, such people are missing the input necessary to reach their full potential, and the motivation and joy to do creative work isn't drawn out.
  The point we declare with the slogan "Do the work of three with four!" is that we want company members to have sufficient leeway to handle their workload. However, this doesn't mean to work slowly. What I am aiming for is to have Katoites spend 70-80% of the time working and the remainder of their time dedicated to refining sensitivities, and developing creativity and planning ability.
  By using a method where four persons are doing the work of three, the speed for developing abilities that are necessary from now on will increase rapidly. It is definite that the contributions per person and labor costs will climb dramatically.
  It is true that, in the short-term, this will lead to increased labor and training costs. However, if analyzed over several years, not only will labor costs be covered, company members will also make great contributions to the company as their rate of growth quickens. Of course, concerned individuals can actually feel their growth, and consequently, they can enjoy a sense of accomplishment together with a high salary.

  Kato Spring has an English Class called the "From Five Club" in which executives gather and study English. The name refers to being energetic and alive from 5:00 p.m., after work is done, and also to the one time popular television program "Man from Five." What would have happened if we had called this class the "Kato Spring Management Executive English Training Group?" Such a name would have caused executives, who don't really like English, to stop attending. However, by using a name that is interesting for the study session, a high attendance rate has been generated even though the class is not a prerequisite for executives.
  In 1987, simultaneously to becoming president, I announced, "I can't promote people who can't speak English or work with computers to a director's position." English and personal computers are business tools that are essential, not only for leaders but also for management executives. At the time, all of the individuals in Kato Spring that were at least department managers began using computers. I myself use a computer for everything from managing business cards to supporting decision-making. This program has developed into a system that uses the Intranet and Internet, and to where basically each member of the clerical staff uses a computer.
  The difference between using a computer and not using one is almost the same as going into battle with guns and going into battle unarmed. In the case of English also, it must be mastered now that the globalization of company activities has become a natural component of corporate strategies. The "After Five O'clock Club" has continued from its founding to meet and study once a week for two hours.
  There are presently at least 50 regular opportunities for Katoites to exchange information with other industries. Although the company pays for all of the participation costs, this also is not something we force onto Katoites. If people grow, their contribution to the company will naturally grow. I would like for the system to be such that this leads to higher salaries and greater motivation. This depends on not only freedom in work but also enhanced education.

  When I first stated, "Doing the work of three with four," most Katoites were lukewarm to the idea. In fact, everybody must have thought "Are you serious?" However, the study of English while working and the grasping of chances to be trained externally are actually what have occurred. Thus, the content of the busyness is quite different qualitatively since then.
  In regards to overseas business trips, we have Katoites go on trips even if the necessity is only slight. Much time and capital are spent doing so. This is because it is my hope that Katoites that go on such trips will gain work experience that they wouldn't have been able to attain in their usual environment.
  In truth, these people have demonstrated growth in a short period of time. It pays even if their salaries are raised when creative ability is improved due to their level of contribution.
  The final destination of the efforts to do the work of three with four is probably doing the work of three by oneself. The associates system is aiming for the "Creation of excellence through participation by many."