Question:		You have considerable experience in production management and team leadership. Is this new position your first with a Japanese-owned company?
R. Patterson:		Yes, this is my first experience working for a Japanese-owned company. However, in the past, I worked with a team of Japanese engineers during equipment installations and initial start-ups.
Question:		Can you identify, from that perspective, the greatest difference between working with Japanese management and working with American management?
R. Patterson:		This is difficult to answer. People have different styles and ideas of leadership and success depends on everyone involved. Many American companies have developed successful Japanese-style production systems, such as Kanban and Kaizen. So, even though this is my first experience with a Japanese employer, I was already familiar with some of their principles.  Now, I have the opportunity to learn about Japanese systems in much more depth.
Question:		You recently returned to the U.S. from your initial training trip to Japan.  Were you apprehensive about the trip?  If so, in what way?  If not, why?  I think it would be normal to be at least a little apprehensive about such a trip.
R. Patterson:		I actually looked forward to the trip. I knew it would give me the chance to work with people who have been in this industry for years. The opportunity to learn from process engineers and operators, and their successes and mistakes has been a wonderful experience. They shared their perspectives on what goes into successful production and equipment processes. They also gave me plenty of tips on what makes for not-so-successful production.
Question:		How did you prepare for the trip?  And what about your preparations turned out to be particularly helpful during your stay in Japan?
R. Patterson:		I purchased several guidebooks, particularly for information about basic phrases, currency exchange, and measurement translations. After reading several, I began to notice similarities standing out among more irrelevant information. These similarities turned out to be the most valuable information. From the guidebooks, I also learned about general culture and environment which helped me know what to expect in the way of customs and behavior.    Once I arrived in Japan, the people I worked with were of tremendous help. Fellow staff members and observing others’ behavior helped me quickly adapt to the culture.
Question:		How was your experience in Japan different than what you expected?  How was it the same?  Would you like to go back?
R. Patterson:		One very memorable and ongoing impression was the respect that people had for one another. At the workplace or in public establishments, people demonstrated a true respect towards others. Within a very short time at work, I felt like family. I felt like I belonged. This is truly an example of the character of this culture.   I had envisioned Japan as having many "World Class" engineers. That vision turned out to be true and I was fortunate to work with several, and also meet many others in different fields. The opportunity to learn from experts who have been around a process for years can gain you a wealth of information in a short time.   I would like to go back to Japan. While my tenure was short, I developed many close friendships and working relationships. For that reason, it was somewhat difficult to leave.
Question:		What would you say to a new manager in a Japanese company heading off to Japan for the first time?
R. Patterson:		Utilize your time while at work, but also utilize your time off to experience and enjoy the Japanese culture. This is a culture founded on respect and pride in heritage.  Your first trip to Japan is a once-in-a-lifetime experience.  Savor it.  Make the most of it.  It is an event you will never forget.
Question:		Is there anything you'd like to add?
R. Patterson:		Again, thank you for your help and support. I appreciate the time you have invested. Thank you, WIN staff, for your hard work and dedication!