The Harada Method Training and Principles

Overview and Origins of the Harada Method

• The Harada Method is recognized as the world's premier process for developing people to their maximum capability and is often described as the human side of Lean. It provides a systematic framework for setting and achieving both personal and corporate goals.

• The methodology was created by Takashi Harada, a former junior high school track and field coach from Osaka, Japan. Harada's background is unique, having transformed the athletic and academic performance of students at Matsumushi Junior High School, which was considered the worst of $380$ schools in the region.

• Within three years of implementation at the school, the institution became the number one school in track and field in Osaka, maintaining that position for six consecutive years. During this time, $13$ students won gold medals as the best athletes in their age group across Japan.

• The method is modeled after sports excellence, applying the principles of winning in athletics to the workplace and personal life. It has been adopted by major figures, including world-renowned baseball player Shohei Ohtani, who used the method to become a premier pitcher and designated hitter in the major leagues.

• Norman Bodek, often called the Godfather of Lean and founder of Productivity, Inc., co-authored the book to introduce these Japanese management techniques to the Western world. Bodek has published over $250$ books, led $25$ study missions, and toured more than $250$ plants over $30$ years.

The Core Principle of Self-Reliance

• Self-reliance is the heart of the Harada Method and is defined as the ability of each person to become so skilled at something that they are virtually irreplaceable. It identifies individuals as artisans in their chosen disciplines who can be fully trusted to make responsible decisions for themselves and their organizations.

• A self-reliant person is characterized as successful, reliable, trustworthy, highly skilled, and possessing high moral character. Such individuals balance personal needs with the needs of society and their company.

• In a corporate context, self-reliance eliminates the need for close monitoring of lower-level employees, which saves time and financial resources. Trusting front-line workers to be self-reliant allows them to handle challenges and customers without rigid scripts or constant oversight.

• The Four Aspects of Self-Reliance: Success is achieved by harmonizing four specific areas:

  • Spirit

  • Skill

  • Physical Condition

  • Daily Life (Routines)

• The Human Side of Lean: The method overcomes the "Eighth Waste of Lean," which is the underutilization of the creative talents of employees. While traditional Lean focuses on process improvement, the Harada Method focuses on harnessing human motivation and creativity.

The Five Key Frameworks and Forms

To implement the method, five foundational forms are utilized:

• $\textbf{33 Questions for Self-Reliance}$: A diagnostic tool used to gauge an individual's current level of self-reliance.

• $\textbf{Long-Term Goal Form}$: The central tool of the method. It organizes goals, purposes, self-analysis, and action plans on a single document.

• $\textbf{Open Window 64 Chart}$: A matrix used to brainstorm and organize the specific tasks and routines necessary to achieve a primary goal.

• $\textbf{Routine Check Sheet}$: A daily tool used to monitor and strengthen habits.

• $\textbf{Daily Diary}$: A planning and reflection tool used to organize tasks and assess progress at the end of each day.

The 20-Step Process for Achieving Success

Success is treated as a skill rather than a miracle, involving a structured $20$-step process:

• $\textbf{Step 1: Believe in Yourself}$: Establishing the fundamental confidence that goal achievement is possible.

• $\textbf{Step 2: Become Self-Reliant}$: Developing the skills and wisdom to stand on one's own feet regardless of external economic or political conditions.

• $\textbf{Step 3: Determine the Key Service to Others}$: Understanding that serving others is a primary key to individual success, as opposed to purely self-interested ambition.

• $\textbf{Step 4: Long-Term Goal Setting}$: Selecting a main goal. This targets a meaningful, long-term destination rather than short-term convenience.

• $\textbf{Step 5: Setting Different Goal Levels}$: Establishing four levels of goals: the highest goal, intermediate/moderate goals, confident/easiest goals, and current capability goals to ensure progress and stretching.

• $\textbf{Step 6: Set Milestone Goals}$: Defining measurable points between the start date and the due date to maintain motivation and monitor progress.

• $\textbf{Step 7: State Your Purposes and Values}$: Identifying why the goal is important to the individual and to others. Stronger purpose makes the goal easier to attain.

• $\textbf{Step 8: Analyze Yourself}$: Reflecting on past successes and failures across four categories: mental, skills, health/physical condition, and life/living.

• $\textbf{Step 9: Create Your 64-Chart}$: Placing the main goal in the center and identifying eight supporting areas required to achieve it.

• $\textbf{Step 10: Write Eight Tasks for Each Area}$: Fleshing out the $64$-Chart with eight specific actions for each of the eight supporting areas.

• $\textbf{Step 11: Write a Start Date for Each Task}$: Assigning dates to the brainstormed tasks to create a timeline.

• $\textbf{Step 12: Select 10 Tasks to Get Started}$: Prioritizing the top ten immediate actions from the $64$-Chart.

• $\textbf{Step 13: Build New Habits with New Routines}$: Selecting $10$ routines to perform regularly to create positive behavioral patterns.

• $\textbf{Step 14: Write Affirmations (Self-Talk)}$: Creating positive statements and chants to maintain the proper mindset.

• $\textbf{Step 15: Determine Support Needs}$: Identifying required information, advice, or coaching.

• $\textbf{Step 16: Select People to Support You}$: Identifying specific individuals, such as coaches or mentors, who can assist in performance improvement.

• $\textbf{Step 17: Use Your Routine Check Sheet}$: Recording daily adherence to the chosen routines.

• $\textbf{Step 18: Keep a Daily Diary}$: Scheduling activities and reflecting on daily successes and challenges.

• $\textbf{Step 19: Work with a Coach/Mentor}$: Meeting regularly to review the Daily Diary and progress.

• $\textbf{Step 20: Revise the Form Monthly}$: Reviewing the Long-Term Goal Setting and Routine Check Sheet at the end of each month to update tasks and routines.

Case Studies in Excellence

• $\textbf{Kobe Mazda}$: This organization achieved significant corporate success after implementing the Harada system throughout its workforce.

• $\textbf{UniQlo}$: President Tadashi Yanai requested Harada's training after a clerk strictly followed a manual and refused to let a mother with a sick child use the store phone. Training in self-reliance empowered employees to balance company rules with customer needs and human ethics.

• $\textbf{Toyota}$: The concept of Jidoka, where any worker can pull a red cord to stop the production line to prevent defects, is cited as a practical application of self-reliance.

• $\textbf{Cosmo Securities Co., LTD}$: Utilized the method to transition from financial loss (red ink) to profit (black ink) by training every employee, including the CEO.

• $\textbf{Alpha Studio, Inc.}$: Reported a profit improvement of $200\%$ following the implementation of the method.

• $\textbf{Juniper Telecommunications Co. Ltd}$: A branch manager used the method over six months to move his office from the lowest performing to the number one rank in a company of $9,400$ employees.

The Production Technology MAP

• The Harada Method is part of a larger "Production Technology MAP" developed by Shigehiro Nakamura of the Japan Management Association (JMA). The MAP identifies $38$ categories of a world-class manufacturing operation, including Quality, Cost, Delivery, and Safety.

• Takashi Harada's Daily Management System is categorized under "Standard Manpower" as the world's best concept for day-to-day management and employee development.

The Ethics of Success

• The method emphasizes building character alongside professional skills. Harada suggests that the $2008$ financial crisis (including the collapse of Lehman Brothers and the subprime loan crisis) was caused by a lack of moral self-reliance. Self-reliant individuals with strong moral character would have possessed the courage to refuse the sale of hazardous, unethical financial products.

• Success is defined as something that should be good for the individual, good for society, and good for the company simultaneously.