一個日本專家的乳山情結

“我愿意工作、生活在乳山，把我的后半生奉獻給笙歌。”這是來自日本的65歲老人柴田勝利先生常說的一句話。

柴田勝利先生是日本資深的服裝設計師和羊毛衫專家，尤其擅長開發(fā)機織毛衫、勾針系列產品及羊毛衫加工，在日本曾經5次獲得服裝大獎，在服裝加工特別是羊毛衫加工領域有著豐富的經驗。早在10年前，柴田先生作為日本森林株式會社的海外技術專家到山東笙歌公司工作。2002年柴田先生從日本森林株式會社退休，但他忘不了曾經工作和生活過10年之久的笙歌公司，主動要求繼續(xù)為笙歌公司服務。

要讓笙歌產品成為最棒的

山東笙歌公司是一個出口加工型服裝企業(yè)，在柴田先生來之前，由于管理和技術落后，公司羊毛衫廠的生產僅僅停留在來料加工最基本的業(yè)務上，經濟效益連續(xù)多年低迷不前。公司決定聘請柴田先生為笙歌公司的技術顧問，幫助改變毛衫廠陳舊的管理模式，提高經濟效益。在柴田先生的建議下，2002年11月份，笙歌公司從日本購買了一臺先進的JUKI 24針機，大大提高了生產的自動化程度和生產效率。

然而僅僅運轉了兩天的時間，新機器突然“罷工”。這時候日方技術人員已回國，國內技術人員又不會修理，而生產交貨期又迫在眉睫。正當大家焦急萬分時，柴田先生主動請纓。但是他過去只維修過型號比較老的24針機，對這種型號的機器也沒有接觸過，難度相當大。 他拿起說明書，憑著多年的實踐經驗及毛衫機械方面的知識，一個晚上就攻破了難關，保證了生產正常進行 。柴田先生顧不得休息，忙著查找造成機器故障的原因：由于工人培訓時間短，沒有很好地掌握操作要領，引起機器故障。他又主動挑起培訓職工的重擔，毫不保留地向職工傳授技術，為笙歌公司培養(yǎng)出一批批懂技術的職工。此后，每月一次的技術培訓成了柴田先生的一項工作內容。自從聘請柴田先生至今，笙歌公司毛衫廠無論從管理 、效益和技術水平上均有了較大的提高。

要讓笙歌的管理成為無可挑剔的

作為一個集體企業(yè)，笙歌的管理模式存在著管理不到位、工序連接不順暢等問題，直接制約著效率的提高。針對這些，柴田先生為毛衫廠量身訂做了一套全新的管理制度，制度之精細，連每根斷針都要記錄、粘連、歸檔、匯報。一開始，公司很多職工對柴田先生的方法提出質疑，存在著抵觸情緒。柴田先生并不在乎，他對每個職工面對面地談、手把手地教，親自操作示范；工人加夜班，他也加夜班，有時甚至一整夜不合眼。通過他的努力，終于換來了豐厚的回報，首批訂單效益大幅度提高，創(chuàng)歷史之最。看到了效益，職工們開始從心里佩服他。因為柴田先生的管理方法，充分改變了加工過程中的不合理性，職工的積極性由此大大提高。

機織車間一直是公司的“老大難”，管理跟不上，浪費現象比較嚴重，以至于效益一直上不去。柴田先生來到機織車間后，組織制定了一套車間的規(guī)章制度，把節(jié)約生產資料放在首位。同時在車間張貼“節(jié)約光榮、浪費可恥”的標語，號召大家節(jié)約挖潛，開展聲勢浩大的“我為笙歌節(jié)約每一分錢”活動。機織車間縫合工序在以前是浪費比較嚴重的工序，柴田先生針對他們實際工作中的陋習，專門制定工序規(guī)程，強化了每一個人的節(jié)約意識。在柴田先生的帶領下，機織車間 在節(jié)約挖潛方面取得了明顯的效益，每月可節(jié)約資金1萬余元。

要讓笙歌的員工成為最優(yōu)秀的

柴田先生的到來，不但給笙歌帶來了先進的管理理念、技術經驗，而且他的為人處世、一言一行也受到大家的好評，堪為楷模。

作為一位60多歲的老人，每天都按時與職工一起上下班，車間主任有時勸他：“你都這么大歲數，并且是我們聘請的外國專家，不用來這么早。” 但不管別人怎么說，他每天還是按時上下班。柴田先生有一個習慣：決不把今天的事兒留在明天做。有時一個技術難題沒有解決，他能不吃不喝加班加點地解決好。有一次柴田先生制定一個生產工藝，下班時還沒有寫好，他的翻譯小徐說：“明天再寫吧。”他搖了搖頭說：“你先走吧，我再寫一會。”當小徐晚上11點返回辦公室取東西時，柴田先生還在寫。小徐感動地說：“60多歲的老人比我們20多歲的小青年還能拼！”

2002年底，柴田先生從電視上看到乳山市一個小孩患了癌癥，家庭困難，交不起醫(yī)藥費，他連夜趕往醫(yī)院送上2000元錢，便匆匆離去，以至于孩子的父母親都不知道他是誰，只知道是一位日本人。后來孩子的父母多方查詢才找到他，才知柴田先生在笙歌的月工資不過2000元。事后，很多人問起他的感想，“老柴”說：“我也有兒女，我理解做父母的心情。”話雖不多，但句句親切實在。笙歌人都知道，柴田先生真正把乳山當成了自己的家，把乳山人當成了自己的同胞 。他們說，“老柴”是我們的良師益友，更是我們學習的榜樣！

Mr. Shibada Katsutoshi is a senior garment designer and knitted sweater expert from Japan. He is especially good at the development of machine woven sweaters and crochet hook series products as well as the processing of woolen sweaters. In Japan， Mr. Shibada has been awarded grand prizes for garment design five times and has rich experiences in the area of garment processing， particularly in the area of woolen sweater processing. As early as 10 years ago， as an overseas expert from Japan-based Forest Limited Company， Mr. Shibada came to China to work for the Shandong Shengge Group. In 2002， when he retired from Forest Limited Company， Mr. Shibada volunteered to continue to work for Shengge.

The Shandong Shengge Corporation is an export-oriented enterprise involved in garment processing. Before Mr. Shibada came to work in Shengge， due to its backward management and technologies， the woolen sweater factory of Shengge could only engaged in processing materials provided by clients and turned out low returns for many consecutive years. Therefore， Shengge invited Mr. Shibada to be its technological consultant to help improve the old management mode with a view toward promoting increased economic returns. Following the advice of Mr. Shibada in November 2002， Shengge bought an advanced JUKI 24 bar tack machine from Japan， which greatly promoted the automatic level and work efficiency of the woolen sweater factory.

As a collective enterprise， Shengge previously had some defects in its management， which slowed down the promotion of work efficiency. Aiming at these defects， Mr. Shibada formulated a new management system for the wool sweater factory; and a prime regulation stipulated that any error， such as a broken needle during the processing， should be recorded， classified and reported. At the beginning， many of the staff members doubted Mr. Shibada ’s management and refused to be cooperative. Mr. Shibada didn’t care about this. He talked with each worker personally， taught them hand by hand， and made demonstration for them. When the workers were on night shift， he too went on the night shift. Sometimes， he even stayed up all night. Finally， Mr. Shibada’s efforts turned over profitable returns. The economic returns of the first batch of ordered products were greatly promoted， creating an historic record. Seeing this， from their heart， the workers began to admire Mr. Shibada. Since it was Mr. Shibada’s management means that greatly improved the unreasonable procedures in the processing courses， the enthusiasm of all the staff members was greatly improved.

At the end of 2002， through watching a TV program， Mr. Shibada learned that a child in Rushan was sick of cancer. However， his poor family could not afford the medical expenses. So， in that very night， Mr. Shibada went to the hospital and paid 2000 yuan for the child’s medical bills. Mr. Shibada left in such a hurry from the hospital that the parents of the child did not have time to ask who he was， but only knew that he was Japanese. At that time， the month salary of Mr. Shibada was only 2000 yuan. Later， when some people discussed this affair with him， Mr. Shibada said: “I have both son and daughter， so I understand the feelings of the parents.” All staff members in Shengge know that Mr. Shibada regards Rushan as his hometown and the people of Rushan as his compatriots. They say: “Mr. Shibada is our good teacher， our friend， and our role model: we have learned much from him.”