|Electronic manufactures, companies that paint products, processors of autos, chemicals, drugs, glass, and food are just a few who will be delighted to learn how quality and productivity can be improved. Incidentally, Mr. Takayanagi rates American versus European executives' ability to understand and determination to utilize the new science. The low American ranking should serve as a wake-up call. Mr. Takayanagi's 25,000 customers in Japan, China, Korea, Singapore, the Philippines, India and Vietnam attest to his products' remarkable performance. Any who might doubt the importance of his message need only understand that Toyota recognizes his inventions made improvements that were among the biggest quality leaps in the company's history. This book tells the story of the invention and improvement of Mr. Takayanagi's products and their use in prominent Japanese companies.|
His ionizer products have revolutionized the quality of paint and electronic processes, by virtually eliminating defects attributable to static electricity and airborne contaminants.
In easy-to-understand words and graphics, Mr. Takayanagi explains the science of static electricity behind his inventions and the thought processes that led him to solve problems that had defied every other ionizer company.
Future business founders, executives and inventors can learn a plethora of business wisdom not found anywhere else.
Of particular value are his explanations of the organization of his company and his tried and proven business and marketing strategies,
including the steps he has taken and is planning to take in his quest to expand his market beyond the Far East, to the Americas and Europe.
The book also includes Mr. Takayanagi's autobiography, focusing on his education, job and entrepreneurial experience. His success was not a simple cakewalk.
The secret of his success was inventiveness in every business venue. The bedrock foundation of his success was his dogged determination to pioneer the most advanced science technology.
He invented rare and exceedingly successful ways to hold operating costs and capital investments to a bare minimum,
farming out manufacturing operations to suppliers who had already made the necessary capital investment in plant and equipment.
Western companies, because some seem to have a paucity of imaginative visions and strategies, stand to benefit most by being motivated to take time to emulate this example.
Their goals should be break the old business mold and find innovative ways to reinvent their operations and products.
MADE IN JAPAN