Abstract
This paper gives an outline of the author's management philosophy, how he used four principles in his restructuring programme to turn Kawasaki from a loss-making company to the hugely successful manufacturing complex it is today and how he is promoting three guidelines for management action in order to build up a resilient and tough corporate constitution. In relation to the three guidelines, quality assurance and productivity improvement using the Kawasaki production system are especially emphasized. In addition to its long links with Great Britain, Kawasaki has maintained relationships with many other countries.