Komatsu Case Study Essay

1. How was Komatsu able to evolve from a $169 million lodge with low- flavour products to perplex a real ch completelyenge to Caterpillar by the early eighties? How would you evaluate Mr. Kawais performance?The long-term vision of catch up and surpass CAT opened up different product offerings and the continuation of the Komatsu market. Initiating Total Quality Control (TQC) helped to develop a outline to find and develop advanced technology. Project A also sought to fig up the quality to match CATs levels, which marked the commencement exercise of the figure Do Check Act (PDAC) cycle. Kawais performance and policies to make Komatsu internationally competitive in cost and quality leads me to think he did a big(p) job in his role. The company was growing in gross revenue and increasing quality and cost, actually making CAT nervous near competing with Komatsu.2. Why did performance deteriorate so rapidly in the mid-1980s? What order would you give to Mr. Nogawas term as chief operating officer?1982 marked the beginning of an era of falling demand, worldwide price wars, a rapid appreciating yen, and heightened craft frictions throughout the industry. Nogawa also focused more on cost tender and aggressive sales tactics than he did on internationalization or the stagnating construction industry. I dont think Nogawa was a great CEO because he ignored focusing on improving the company and instead tried to cut too man costs risking quality and holding the business back during his term as CEO.3. How appropriately did Mr. Tanaka piling with the problems he inherited? What is your evaluation of his brief tenure as CEO?I believe Tanaka dealt with the issues pretty considerably with a good schema to get away from boilersuit growth and focusing on profits. Although his strategy was well planned, Tanaka lacked the leadership that would have made him more successful. He did well in terms of profit, unless failed to compete on market dowery against CAT, as had been the norm of his predecessors.4. How effectively did Mr. Katada take charge? How would you assess his rawvision for the company? His raw strategy? His new cultural and behavioral objectives? What grade would you give him for his performance?Katada effectively took charge and was able to harvest-home to good performance and connect his strategy with his management style. Katadas new vision for the company, including new company goals and culture, affected the entire company but because of his long-term commitment with Komatsu, employees were accepting and trusting of the changes he made. Katada changed with the times and the industry, displace Komatsu back into competition with CAT. Katada focused on active participation with all employees instead of a top-down directive approach. Employees, at all levels, were support to bring ideas to management and be actively involved in the vision, path, and overall success of the company.