Japan

Marie Kondo is No Cure for Our Wasteful and Over-consuming Culture

February 11, 2021 By Nagesh Belludi Leave a Comment

Tidying Up with Marie Kondo (2019) on Netflix

I recently watched Tidying Up with Marie Kondo (2019,) the popular Netflix series featuring the Japanese decluttering evangelist. The show is based on her bestselling manual, The Life-Changing Magic of Tidying Up (2011.)

In each episode, Kondo cheerfully proclaims, “I love mess!” With certain calm, she calls on various families and goes about clearing their tat-filled homes and bringing order to their chaos. Her trademark sense of minimalistic bliss is informed by Japanese aesthetic and a Zen-sense of orderliness.

Apparently, Marie Kondo isn’t attuned with Christianity.

Interestingly, Kondo has clients kneel on the floor and “ask” their dwelling for “permission” and “cooperation” before they get started. “I’d love for you to picture your vision for your home,” she pleads. “Communicate that to your home.” She encourages saying “thank you” to their piles of clothes as they sort and fold them. She daintily treats inanimate objects as living things and speaks to them. She encourages her show’s audiences to do the same.

That’s Buddhism/Shinto in force. Some flavors of native Japanese spirituality focus on inanimate objects’ sacredness. Several of Kondo’s critics in America have insisted that her methods aren’t compatible with Christianity. Kondo’s rituals of treating objects as if they have feelings, these critics have declared, is to be discouraged because her ways invoke animism, the religious notion that objects possess some sort of spiritual essence.

“Kondo-ing” Has Become a Verb.

With a translator in tow, Marie Kondo never treats her patrons as victims, and that’s exceptionally impressive.

By eschewing a victim mentality, Kondo encourages and empowers people in a way that actually brings about lasting change. Audiences particularly love her advice on organizing wardrobes and storage spaces and routinizing tasks into maintainable systems.

Kondo emphasizes prioritizing joy. She doggedly insists upon keeping only those objects that “spark joy” (she uses the Japanese intransitive verb “tokimeku,” roughly, “to flicker.”) Her “if in doubt, throw it out” commandment has helped millions of people ward off hoarding tendencies.

Kondo has become a cultural sensation, appealing to all sorts of homes bursting with cheap consumer goods. The “Marie Kondo Effect” is directly responsible for increasing donations to thrift stores and charity shops worldwide.

Marie Kondo isn't attuned with Christianity

Keep what sparks joy. Own less stuff. Pursue what’s meaningful.

If you’d like to downsize or declutter without letting go of things you love, take the KonMari method to heart. But don’t go too far. Be careful about shedding items to which you have a deep sentimental connection. Put it into operation earnestly to get rid of clutter. Find joy, significance, and sacrament in simple everyday objects and tasks. Simplifying your priorities and refocus on things that you tend to overlook in the busyness of life.

Only Consume What You Need. Supplement the Konmari method of paring down your belongings with the ongoing strategy for minimizing additional purchases. Buy only those things that will “spark joy” and continue to do so for many years. Never mind that the economy depends upon endless undifferentiated consumption.
Reduce, but Don’t Refresh. If you have a bunch of empty space, be selective in how you fill it up. Cutting down your possessions isn’t an invitation to revert to a situation where decluttering again becomes necessary after a while. Restrain that impulse to acquire the new and the shiny—that’s what overwhelmed Kondo’s clients in the first place.

The real magic of Tidying Up with Marie Kondo is in shedding anxiety, living in the moment, and being your best self. Your happiest moments come when you’re lost to a conversation or an experience. You’ll avoid the helter-skelter of life has the power to deny and neglect what’s most important in your life.

Will the Marie Kondo Effect alleviate haywire consumerism?

The more profound significance of decluttering and minimalism is to help make better choices when making purchases in the future.

And beyond the individual convenience, it would be more productive to build up collective awareness and confront the modern consumption economy. It only presents overwhelming incentives to mass-produce and overconsume superficially appealing items.

Collectively, humanity needs to start questioning whether we should be pursuing growth at all. The economic system we have now can’t sustain forever. Our ecological systems can only sustain so much life. We’ve grown so much as a population, and we’ve started consuming so much that we’re straining the earth’s ability to support us. Hyperconsumerism needs to stop.

Will the Marie Kondo Effect alleviate haywire consumerism?

Idea for Impact: Negligent hyper-consumerism is shameful and embarrassing, even to this “card-carrying” capitalist.

Ironically, after making us get rid of everything, Marie Kondo has started peddling such things as therapeutic tuning fork and crystal ($75,) compost bin ($175,) and food storage container ($60) that are guaranteed to “spark joy.”

At any rate, I hope Marie Kondo and her ilk inspire a collective self-loathing at how much we consume. Utility should be the principal criterion for what we buy and keep.

I urge you to make strides towards more mindful consumption and consciously differentiate wants and needs.

Buy what you need. Buy the best quality stuff you can afford, and keep them for longer. Choose things that can be easily repaired—if possible, repurposed and recycled. Encourage businesses that peddle goods that are manufactured as responsibly and mindfully as possible.

Lessons from Toyota: Genchi Genbutsu

October 8, 2020 By Nagesh Belludi Leave a Comment

Lessons from Toyota: Genchi Genbutsu - Go to the Source and See for Yourself

Firsthand, on-the-frontlines observation can offer critical insights that facilitate informed—and inspired—decision-making.

The Japanese approach to problem-solving calls this Genchi Genbutsu (literally “go and see for yourself.”) Sometimes called “get your boots on,” it’s not unlike the notion of management by walking about (MBWA.)

Genchi Genbutsu Refers to a Disposition Than a Specific Action

Genchi Genbutsu is rooted in the idea that any report, say, about a problem on the shop floor, is an abstraction. It’s separated from its context, and therefore generalized and relativized.

Secondhand information tends to misrepresent reality enough to give you a false sense of conviction. The only real way to understand a problem is to see it on the shop floor and get the full breadth and depth of information to make the right decision.

For that reason, any solution concocted at headquarters, where the report is received and the problem diagnosed from a distance, is doubly abstracted from the source.

Genchi Genbutsu isn’t a license for management interference, but to understand the problem, unearth the root cause, and help those doing it to resolve the issue.

Genchi Genbutsu Case Study: Toyota Sienna and the 53,000-Mile Roadtrip

When Yuji Yokoya was appointed the chief engineer for the 2004 Toyota Sienna minivan, he had never designed a vehicle purposely for the North American market. He traveled 53,000 miles across North America to monitor and discover what was wrong with the previous Sienna models. He drove the Sienna and competitor’s minivans through every state in America, every province in Canada, and every state in Mexico. in February 2003, Forbes noted,

In Memphis, Yokoya’s minivan was blown into the next lane crossing the Mississippi from Tennessee to Arkansas. Fix: Yokoya reduced the van’s wind resistance by narrowing the gaps between panels and adding plastic shields under the wheel wells to redirect air.

In Yukon Territory, road noise on the Alaska Highway prevented conversation between the driver and rear passengers. Fix: Yokoya stiffened undercarriage to reduce twisting and added sound-dampening material to the frame.

A culture of on-the-spot problem solving is so ingrained in the Toyota culture. According to company lore,

In the mid-’70s, Toyota had just introduced a four-speed automatic transmission. It was very unusual to have an automatic transmission fail, if ever. It seemed indestructible. When Dr. Shoichiro Toyoda [scion of the founding family and chairman of Toyota 1992–99] visited a dealership, the dealer complained that a car just came in with a transmission that had failed. Dr. Toyoda, in his pressed suit, walked over to the technician, got in a dialogue with him, walked over to the oil pan where he’d drained the oil from the transmission, rolled his sleeve up, and put his hand in this oil, and pulled out some filings. He put the filings on a rag, dried them off, and put them in his pocket to take back to Japan for testing. He wanted to determine if the filings were the result of a failed part or if it was residue from the machining process.

Genchi Genbutsu Case Study: Medtronic and the Bloody Catheter

In the late ’80s, when Bill George became CEO of medical equipment manufacturer Medtronic, he discovered that its catheter sales weren’t good enough. His engineers had said the product was first-rate and improving.

When George visited an operating room to observe a surgical procedure, Medtronic’s catheter fell apart in the surgeon’s hands as soon as he inserted the balloon catheter into the patient’s femoral artery. The surgeon extracted the catheter from the patient. In a fit of rage, he hurled the blood-spattered device across at George, who ducked to avoid injury.

This “Bloody Catheter” incident helped Medtronic fix faulty products and spurred a thorough overhaul of Medtronic’s engineering, sales, and problem-solving processes. George later recalled,

Field reports are a dime a dozen. There’s no emotional association with them. But when you’re in a medical environment like an operating room, all your senses-sight, sound, smell, taste-are working. It’s a totally different experience than reading a field report.

Idea for Impact: If you haven’t experienced something firsthand, your knowledge about it is probably suspect

Even in the information age, not all knowledge you need can be at your fingertips. Go to the source. Be where the action happens. Don’t forego the power of emotional input.

Entrepreneurial Lessons from Soichiro Honda [They Beat the Odds #2]

November 29, 2016 By Nagesh Belludi 1 Comment

Soichiro Honda - Founder of Honda Motor Company Successful people don’t expect or wait around for the perfect conditions; instead they stay focused on their hopes and dreams. They persist in the face of less-than-ideal circumstances. They don’t achieve greatness because of their optimal surroundings; they achieve it in spite of all of the challenges they face.

Grit and entrepreneurial mindset are lessons from the life of Soichiro Honda (1906–91,) the iconic founder of the Honda Motor Company.

Early Influences Can Open up the Future

Soichiro was born in 1906, just as Japan’s pre-war agricultural economy was shifting towards manufacturing. He inherited from his blacksmith-father an inborn manual dexterity and curiosity about machineries. Even in childhood, Soichiro developed a keen interest in the new engines, pumps, airplanes, and machines that were creating Japan’s nascent industrial base. A Ford Model T motor car that had visited his village when he was a toddler enthused him to no end; in later life he often recalled running behind the car in excitement and never forgot the smell of oil that had dripped from the engine.

Like his lifelong hero, American inventor Thomas Edison, Soichiro had barely any formal education and even less interest in conventional wisdom. He developed a carefree, disobedient personality: once, when a teacher berated him for not finishing a school assignment, Honda angrily retorted that the school’s diploma had less value than a ticket to the movies.

Honda A-Type Auxiliary Bicycle Engine

Obsessive Attention to Detail

With no interest in book learning, Soichiro plunged into hands-on work with cars and engines. He abandoned school at age 15 to seek work as an automotive mechanic in Tokyo. His first job was scarcely promising: for a year, he cared for an infant baby of his boss’s family. With the baby in tow, he often meandered the garage, observed the mechanics at work, and gave suggestions. Soichiro also tinkered with engines in between diaper changes and bottle feedings. He developed a passion for rebuilding engines, and just six years later, opened his own repair shop in his native Hamamatsu. At the same time, he began building and driving racecars. He also developed a fondness for reckless behavior especially with racing cars and sporadically overindulged in sake.

By 1937, Soichiro had more than 100 patents to his name and perfected a technique for making piston rings for Toyota. He started his own company called Tokai Seiki, but was forced to switch to building engines for the Imperial Navy’s boats and planes to support the growing Japanese military.

During World War II, the Allies bombed and leveled his factory; Honda adroitly built his own alcohol-distilling stills and ran a brewery.

It’s Important to Do What You Love

Soichiro Honda Riding the Honda Dream C70 In 1948, Soichiro returned to his true love: building engines. He started Honda Motor Company in a wooden shack. He focused on engineering and production. He found the administrative aspects of running the company boring and delegated them to his partner, Honda Motor Company’s co-founder Takeo Fujisawa.

Honda’s first motorized bicycle, Bata-Bata, became a huge hit in impoverished Japan. The ever-popular Dream motorcycle followed it. By 1959, Honda had become the world’s leading maker of motorcycles.

Soichiro spent long hours in the shop with engineers and focused on superior handling, fuel efficiency, and reliability. In 1957, Honda introduced its first car, the N360. Honda’s big hit came with the revolutionary CVCC engine that burned a leaner mix of gasoline. The Japanese government unsuccessfully tried to restrain his startup and coerced Honda into merging his company with one of Japan’s stronger, bigger automakers.

In 1972, Honda introduced Civic, a compact car with a clean-burning engine that fit the miles-per-gallon mood of the time. The Civic took the U.S. by storm and created as much resentment in Tokyo as it did in Detroit. When the Big Three lobbied to get limitations on imports, Honda started building cars in the U.S. Within a few years, Honda’s Civic and Accord models became the cars of choice for millions of middle-class Americans.

Honda Motor Company Founders Soichiro Honda and Takeo Fujisawa

Entrepreneurs Are Non-Conformists

The nonconformist Soichiro eschewed conventional Japanese managerial traditions by promoting “the Honda Way,” which relied on personal initiative coupled with a close relationship between workers and management. Soichiro’s obsessive attention to detail prompted him to personally test new car and motorcycle models.

Even after retirement from the company presidency in 1973, Soichiro took the title of “supreme adviser.” He made an 18-month driving tour of Japan, visited Honda’s 700 production factories and car dealerships, and reported his findings to the corporate headquarters.

Soichiro Honda died of liver failure in 1991. In building a company that epitomizes Japan’s Emergence as a Global Power as a leader in automobile production, Soichiro was a radical freethinker in a nation that valued conformity. He is renowned for his defiant spirit as an entrepreneur and fabulous creativity as an engineer.

Idea for Impact: Stop waiting for the perfect conditions and get to work. Maintain optimism during difficult times; take action that moves you closer to your goals, day after day after day.

Reference: Soichiro Honda and His Philosophy of Entrepreneurship, Koshi Oizumi’s 2003 Ph.D. dissertation at California State University

How Smart Companies Get Smarter: Seek and Solve Systemic Deficiencies

August 26, 2016 By Nagesh Belludi Leave a Comment

At Toyota, as cars roll off the assembly line, they go through a final inspection station staffed by astute visual and tactile inspectors.

At Toyota, as cars roll off the assembly line, they go through a final inspection station staffed by astute visual and tactile inspectors. If these inspectors spot a paint defect, they don’t just quietly fix the problem merely by touching up the paint to satisfy the customer or their plant manager.

As part of Toyota’s famed kaizen continuous improvement system, floor workers identify the systemic causes that led to the specific defect on the specific car. They then remedy the root cause of the problem so it won’t happen again.

Fostering an atmosphere of continuous improvement and learning

Most companies cherish employees who are watchful of problems and take it upon themselves to detect and solve problems without criticism or complaint. A software company, for example, may treasure a programmer who observes an unforeseen coding mistake, and swiftly develops a patch to keep her project moving forward.

In contrast, companies like Toyota who are obsessive about quality improvement, organizational learning, and developing collective intelligence don’t reward or tolerate such quiet fixers.

Taiichi Ohno - 'Having no problems is the biggest problem of all.' At companies that have adopted the kaizen philosophy, continuous improvement originates from the bottom up through suggestion systems that engage and motivate floor employees to look out for systemic problems, raise quality concerns, and help solve those problems. These companies encourage their employees to actively seek small, simple, and incremental improvements that could result in real cost savings, higher quality, or better productivity. According to Taiichi Ohno, the legendary Japanese industrial engineer identified as the father of the Toyota Production System, “Something is wrong if workers do not look around each day, find things that are tedious or boring, and then rewrite the procedures. Even last month’s manual should be out of date.”

Idea for Impact: To develop collective intelligence and build smarter organizations, discourage employees from heroically patching up recurring problems. Instead, encourage them to find, report, analyze, experiment, and fix systemic problems to prevent their recurrence.

Japan

Apparently, Marie Kondo isn’t attuned with Christianity.

“Kondo-ing” Has Become a Verb.

Keep what sparks joy. Own less stuff. Pursue what’s meaningful.

Will the Marie Kondo Effect alleviate haywire consumerism?

Idea for Impact: Negligent hyper-consumerism is shameful and embarrassing, even to this “card-carrying” capitalist.

Wondering what to read next?

Genchi Genbutsu Refers to a Disposition Than a Specific Action

Genchi Genbutsu Case Study: Toyota Sienna and the 53,000-Mile Roadtrip

Genchi Genbutsu Case Study: Medtronic and the Bloody Catheter

Idea for Impact: If you haven’t experienced something firsthand, your knowledge about it is probably suspect

Wondering what to read next?

Early Influences Can Open up the Future

Obsessive Attention to Detail

It’s Important to Do What You Love

Entrepreneurs Are Non-Conformists

Wondering what to read next?

Fostering an atmosphere of continuous improvement and learning

Wondering what to read next?