Yamaha Motor brings pleasure to millions of people by using ingenuity and enthusiasm to constantly surpass customer expectations, thereby enriching their lives. The mission of Yamaha Company focuses to get better each day and provide their customers with the best they can have. For the April-June quarter, sales of commercial vehicles dipped by 94%, three-wheelers by 92% and two-wheelers by 72%. To discuss this latest pandemic blow in automobile sectors, our Dainik Bhaskar Team interviewed Yasuhiro Suzuki, Deputy Vice-President of Manufacturing at India Yamaha Motors PVT LTD.

How industrial manufacturers, especially a plant-like Yamaha Motors, are being impacted by COVID-19 and how are they responding to this global pandemic?

Amid pandemic, people are not actively travelling in public transport like buses and taxis. They mostly prefer personal vehicles like motorcycles. So the market demand for vehicles is still quite high and we are trying to meet all the demands. The workers in the manufacturing unit are following all the preventive measures like wearing masks, maintaining social distancing and working in several scheduled shifts.

Japan has already faced some severe natural disasters in the past and beautifully emerged from them, what piece of advice will you give our readers to follow amid the pandemic? 

Yasuhiro Suzuki replied that in Japan people follow the approach of ‘How to do it?’. The Japanese work in a cooperative manner. They genuinely believe in working and tackling the situation selflessly. So I will advise them the same.

How different is the Indian corporate atmosphere from Japanese working culture, what are the major challenges here while dealing with the workforces?

The Japanese working culture and ethics are very different from India’s. Japanese companies love to be extremely well organized in every aspect of their businesses, and this can seem excessive to many Indian people. Japanese method the workers feel like partners in the business, the Indian system promotes role-based growth. Also, if the Japanese way invites lots of overheads in terms of cost and time, the Indian method hampers innovation and experimentation.

India is a big market so how do you think our local production will react after this crisis especially when emotions towards China are not very good throughout.

There is a huge gap in the production level between India and China. But I can’t really answer this question. Both nations have their own working strategies. When the team further asked about whether he uses any of our local products he said yes I use several of them. Our quality requirement is very clear but here there is a need to improve the quality of local products for the long run.

After working so long here in India what tips would you like to recommend to our Indian workers?    

The Indian workers should focus more on disciplined work and should also upgrade and improve their skills as per the new technologies. Younger generations are much more positive, disciplined, reliable and hard-working as compared to the old generation. In IYM the workers feel pride that they are working with Yamaha and mainly they don’t focus on problems they focus on how to solve that problem.

Japan and India share some common culture. What will you advise us to increase our business collaboration with Japanese companies in future?

An honest approach is the only key to attract companies. Instead of going for conservative ideas, more open and free ideas should prevail. In some cases, the mind of Indian people is not so flexible they must focus to improve their flexibility.

How about Japanese food in India. Do you think the quality of Japanese food available here is up to the mark?

Indian people prefer only Indian food when they come to Japan. There is a myth in their mind that Japanese food is purely non-vegetarian which is not true. Indian food is totally divine but Japanese are more sensitive towards the spices so I would say small sensible adjustments are required. But overall the quality of the food is good.