ハワイ現地発！最新生活情報＆おすすめ観光情報サイト
ハワイ現地発！最新生活情報＆おすすめ観光情報サイト
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家族サービスを優先一時的に売上50％減も、
内部留保で雇用を確保し生産続行
麺製造会社サンヌードルのハワイ事業を任されています。パンデミックのときはハワイも店内飲食が禁止され、ラーメン店やレストランに材料を卸している弊社も売上が一気に50% 落ちました。
はじめは感染の実体も不明で不安を感じましたが、夘木栄人CEOが全従業員を集め、「内部留保があるので会社は大丈夫。雇用も守る。テイクアウト営業を続けるお店のために仕事を続けよう」と宣言。創業者が堅実経営で貯めてきた内部留保が従業員を安心させる大きな力になりました
フィロソフィ実践で
従業員、その家族、社会が良くなるように
夘木CEOとコミュニケーションを密に行うようにしました。稲盛フィロソフィが判断基準なので、複雑な議論は不要です。困っている地域の人々にラーメンを無料配布する企画も、自分たちにできる利他行として即断しました。
また、生産量が減り時間ができたので懸案事項に着手できました。若手リーダーを集めた「フィロソフィ定例勉強会」。Dojo RITAHで始まったグループごとにPDCAを回す手法による部門別採算管理。若手のアイデアから多くの新商品も生まれました。
結果、昨年度は過去最高の利益率15％を記録。まさに稲盛フィロソフィを実践したことが、コロナ禍にも関わらず弊社の経営基盤を強くしたと確信しています。
私はイスラム教中国人の子どもとして香港で生まれ、貧しいながらも優しい両親や支援者のおかげでアメリカに留学でき、数々の食品会社で重要な仕事を任されてきたことを深く感謝しています。今後は稲盛フィロソフィの実践が従業員からその家族にも伝わり、社会に広がり、世の中が良くなるようにと願っています
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Sun Noodle’s experience during the Covid-19 Pandemic proves that the Inamori Philosophy can help small business owners overcome disasters.
During the Covid-19 Pandemic in Hawaii, eating and drinking in restaurants was banned, and our company, whose primary business was wholesaling to ramen shops and restaurants, experienced a 50% drop in sales.
At first, we were worried because we did not know the substance and effect of the virus. Still, CEO Hidehito Uki gathered all employees and declared, “Our company will be fine because we have enough retained earnings to carry on the business. We will also protect our employment. Let’s keep working for our customers who continue to operate the take-out business.”
The internal reserves the founder had saved through his solid management were a great source of reassurance to the employees. We also already did retail business and pivoted our focus to this end of our sales.
Mr. Uki and I stayed in close communication. We use the Inamori Philosophy as the basis for our decisions, so there was no need for complicated or lengthy discussions. The Inamori Philosophy was already in motion, and we just needed to keep steering in the right direction.
We immediately agreed on a project to distribute free ramen noodles to local people in need as an altruistic act that is part of the Philosophy, believing we would make it through.
The Covid-19 disaster reduced production, but this gave us more time to work on pending projects. “Regular Philosophy Study Sessions” for our young leaders, and departmental profitability management using the RITAHX style PDCA (Plan-Do-Check-Act) method, which began at Dojo RITAH, became part of our routine. Also, many new products were born from the ideas of young people in the company.
This combination of factors, all of which are part of the Inamori Philosophy, saw us safely through the pandemic. Last fiscal year, the company recorded its highest-ever profit margin of 15%. I am convinced that the practice of the Inamori Philosophy strengthened the management foundation of our company despite the Covid disaster.
I was born in Hong Kong as a child of a devout Chinese Muslim family, and thanks to my humbled but devoted and dedicated parents, I was able to study in the United States. I am also deeply grateful to have been entrusted with important jobs at numerous food companies. I am especially thankful to have the opportunity to learn and share the Inamori Philosophy at Sun Noodle. It has changed me personally as well as in the way I work. The practice of Philosophy has proven successful. I hope the Inamori Philosophy will be passed on from employees to their families and our global community, making the world a better place.”
※このページは「ライトハウスハワイ 2022年10月号」掲載時点のものです。
