ものづくりは人づくり “Manufacturing is about human development.”

ものづくりは人づくり Mono-dukuri Wa Hito-dukuri.

Manufacturing is about human development.

This is a core philosophy of Toyota, but it was originally introduced by Panasonic’s founder, Kounosuke Matsushita.

“When asked what Matsushita Electric (now Panasonic) produces, the answer is that we make people. We also make electronics.”

He believed that since business operates within society, its duty is not only to supply products and services but also to develop its people. He stated that if an organization doesn’t develop its members, it cannot succeed.

In Japan, the word “-dukuri” is commonly used. Its meanings range from Sashimi (sliced raw fish) to styles of various things.

However, the earliest and perhaps the first example of “-dukuri” is “Kuni-dukuri,” a legend linked to Japan's founding. While the story is complex and often hard to understand, its original usage stems from Japan’s creation myth, revealing deep cultural significance.

First, “Kuni-dukuri” underscores the importance of nation-building in Japan’s history. Parts of it are even included in my son’s second-grade textbook. Just as the significance of “Kuni-dukuri” is vital for Japan, both Panasonic and Toyota strongly emphasize the “Mono-dukuri Wa Hito-dukuri” philosophy—it's more than just a slogan; it’s the foundation.

Second, there’s a spiritual element. The story details how Japan’s gods created the country, inspiring many shrines and festivals. It forms the basis of Shintoism and Japanese culture.

These spiritual qualities are reflected in Mono-dukuri. One characteristic is craftsmanship, which embodies the spirit of pride, passion, and dedication to the craft. Unfortunately, this spirit is often declining in mass-production environments. The goal of mono-dukuri is to revive this spirit—taking pride and commitment in every product and service.

Another spiritual aspect is Mottainai. We believe materials have souls, so why do we create defects by misusing them?

Spiritual elements are also present in Hito-dukuri. Human development isn't just about gaining skills; Matsushita sought for his employees to understand the societal importance of their work and their role within it. Toyota echoes this view, discussing “human power,” referring to individuals who positively influence others and earn their trust.

The third part relates to the “new” era. While “Kuni-dukuri” begins with myths and legends, it ultimately explains the structure of government. The term “Kuni” became regional areas under the central government, marking a shift from tribal communities toward a centralized, government-led nation, demonstrating how a “newer” political system was adopted.

This same thinking is also evident in “Mono-dukuri.” Interestingly, the use of “Mono-dukuri” in the manufacturing industry is relatively recent—the term dates back to the 1990s, following the burst of the bubble economy. The word traditionally referred to making traditional goods, but the concept became new. The economic fallout prompted a revival of traditional spirits, combined with modern technology and ideas. It’s not about returning to old, unsafe, or difficult conditions but about connecting traditional craftsmanship with new technological advancements.

This naturally leads to “Hito-dukuri.” Development must integrate new technologies. For example, when a factory introduces a robot, it should become part of Kaizen efforts. Employees need to understand the robot’s technological background to improve it themselves. Old techniques, like time and motion studies, are useful in this context. Robots shouldn’t become static monuments in the factory that no one can modify or update. Improving them shouldn’t be a task for third parties alone. The core of “Hito-dukuri” isn’t just about old craftsmanship versus new technology; it’s about applying the spirit of traditional craftsmanship with the latest technology.

Finally, in searching for more “-dukuri” phrases in Japan, I’d like to add one more to this list.

Continue to part 2.