During the late nineteenth century, Japan lagged far behind Britain, France, Germany and the United States in industrial development. Besieged with economic problems resulting from the overthrow of the Tokugawa government in and a tremendous influx of imported goods and machinery which threatened her fledgling industries, Japan was vulnerable to colonization.
Confronted with the task of strengthening its faltering industries, the new government was quick to respond.
In October of the Ministry of Industry Kobusho was formed and subsequently acted as a catalyst for the country's industrial development.
In its attempt to integrate contemporary technologies into Japan, the government concentrated on hiring foreign engineers, technicians, and scientists to instruct domestic engineers in operating imported machinery; the government also sent its own engineers abroad to inspect manufacturing techniques with the intent of selecting machinery and manufacturing techniques for use in Japanese industries. The integration of foreign technologies was first put into practice by Seizo-sha, which had adopted the name Shibaura Seisakusho Works in The company's 1, horsepower steam engine, copied from blueprints of an English counterpart, was successfully constructed in a plant in Kanebo, Japan.
This venture convinced Japanese industrialists of their potential for technological advancement through the adoption of foreign technology and its adaptation to domestic skills and resources. Shibaura embraced this concept in the s, determining that paying outright for technological knowledge was the most expedient means to upgrade its technological capabilities.
This strategy helped the company expand into the manufacture of transformers, electric motors, and other heavy electric equipment in the s. Shibaura made its own discoveries as well during this period, originating Japan's first hydroelectric generators in By Shibaura's own technological capabilities had produced a kilowatt 3-phase-current dynamo for the Yokosuka Bay Arsenal, marking one of the initial transformations from foreign to Japanese-based technology, and the beginning of the company's rise to the forefront of international business.
The company developed Japan's first X-ray tubes in While Shibaura and other Japanese corporations were growing in strength and increasing their capabilities, they were deeply debilitated by the advent of World War I. As the war began, Japanese manufacturers were cut off from Germany, England, and the United States, major suppliers of machines, industrial materials, and chemicals, forcing them to turn to one another for necessary materials and machinery to keep their fledgling industries alive.
The hardships experienced during this period had long-term advantages however, for they forced Japanese industry into self-sufficiency and paved the way for the country's industrial advancement.
Shibaura continued to grow in the interim between world wars, and merged with the Tokyo Electric Company, Ltd. Tokyo Electric had also been established before the turn of the twentieth century.
Ichisuke Fujioka and Shoichi Miyoshi. Hakunetsusha had distinguished itself as Japan's first manufacturer of incandescent lamps. During the late s, Japan rapidly passed from a period of self-isolation and self-reliance into a period of largely benevolent occupation and advocacy.
With the assistance of the Japanese government and its citizens, the American Occupation Authority instituted social and economic reforms, and poured resources into post-war financial markets. Japan's readmittance into the international trading community gave it access to overseas markets for manufactured goods and raw materials. The glut of raw materials available at the time enabled Japan to obtain necessary commodities in large quantities at favorable prices and, consequently, to regain its financial and industrial strength.
In this more favorable climate, Toshiba once again began to flourish. Backed by the powerful trading house of the Mitsui Group, the company's financial status was well secured. Starting in the s, Toshiba began a program to strengthen its competitiveness in both the domestic and international markets.
The company produced Japan's first broadcasting equipment in , and launched digital computers in Yet it would be some time before modern business policies affected the company in any fundamental way. Toshiba executives were criticized for their rigid adherence to a feudal system of hierarchy and status. Top officials maintained lax working hours and were far removed from any operational business.
An indisputable separation between a superior and his subordinates made the exchange of ideas virtually impossible. To reduce the burden of responsibility on any one executive, numerous signatures were needed to approve a document. Thus innovation was easily stymied in a chain of bureaucracy.
In the early s, these internal problems were compounded by an economic recession. To halt any further erosion, a radical change was in order. For only the second time in Toshiba's history the company sought an outsider to aid the ailing business. The company's board hired Toshiwo Doko to take charge of the company.
Toshiba Japan Stock Performance. Toshiba Japan Financials Summary. Public Fundamental Data provided by Morningstar, Inc. Request a free trial. Toshiba Japan Comparisons. HQ Location. Total Raised. Post Valuation. Last Financing Details. Founded in , Toshiba is Japan's largest semiconductor manufacturer and its second-largest diversified industrial con.
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Toshiba Japan Subsidiaries 8. Sales and profits grew quickly as Toshiba created novel products, developed original technologies, expanded existing factories and built new production facilities to supply fast-growing markets. Overseas sales and manufacturing subsidiaries were established to develop the international business. The ratio of overseas sales gradually rose.
Other initiatives to improve production technology, maintain high quality, save labor and shorten delivery lead-times contributed to significantly higher profits. This involved concentrating resources in sectors with growth potential and new businesses, while selectively promoting growth in mature or declining sectors through reform and restructuring.
Toshiba focused resources on semiconductors and expanded the PC business. In , Toshiba introduced the in-house company system, creating eight in-house companies. Authority was delegated to these in-house companies to give them greater autonomy and promote faster decision-making.
Rapid economic growth in developing countries and sluggish growth in the developed world have led to major changes in economic and industrial paradigms in the 21st century.
To prevail amid intensifying global competition transcending national borders, Toshiba continues to focus on restructuring businesses to reinforce their earnings base while seeking to transform its overall business structure by targeting growth sectors and emerging businesses. History Chronology of History.
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