Murata's manufacturing roots:
“Small Group Activity”

At Murata Manufacturing (hereafter “Murata”), small group activity aimed at improving workplace operations is actively practiced at each site, and communication between sites is also dynamic.

In this article, three colleagues – Omori, Takeda, and Sasaki – reflect on the history of these initiatives, which are considered the foundation of Murata’s monozukuri* (manufacturing). They also share current approaches and efforts at individual sites and company-wide, along with their vision for the future.
＊involvement in manufacturing expertise and craftsmanship (‘monozukuri’)

A Steady Journey of Small Group Activity, Refined Over the Years

Omori:

Murata’s history of team-based initiatives is closely tied to Japan’s postwar manufacturing era. In the early 1950s, when Japan faced severe material shortages, production quantity took priority over quality. During this time, the concept of Quality Control (QC) was introduced from overseas and began gaining attention domestically.

Small group activities emerged as a practical way to apply QC principles on the factory floor.

By around 1962, these activities had spread nationwide, starting with domestic automobile manufacturers. Murata launched its own program in 1969 at Fukui Murata, later expanding to Okayama Murata in 2004 and to Tohoku Murata in 2024 following a business transfer.

Although there were periods of temporary suspension over the years, the initiative continues to thrive today.

Sasaki:

I believe small group activity has continued because it is essential to manufacturing.

Omori:

In recent years, we were challenged when activities were suspended during the COVID-19 pandemic. Social distancing and other restrictions made in-person gatherings impossible.

However, by adopting web tools and online meetings, we transitioned to a new approach. This shift made the activities more flexible and dynamic than ever, allowing for broader collaboration – even across distant locations.

Takeda:

Along with regular exchanges, Murata hosts a “Company-wide Small Group Activity Presentation Meeting” that brings together teams from both domestic and overseas sites. This year, we’re marking our 11th annual event.

Sasaki:

These events exist because Murata places great importance on small group activity.

Omori:

As of 2025, Murata has about 40 sites and approximately 3,000 teams engaged in small group activity.
I was surprised to find the initiative has expanded far more than I had imagined.

Sasaki:

While improvement activities happen regularly at each site, taking a step back, I realize how deeply they connect to the Murata Philosophy.
It feels like the Murata Philosophy has naturally become part of how our employees think and work every day.

Small Group Activity at Each Site

Tohoku Murata – From Starting Out in Unknown Territory to Growing Through Continuous Collaboration

Omori:

Tohoku Murata is now in its second year of small group activity, correct?

Takeda:

Yes. We became part of Murata in September 2017 and began small group activity in fiscal year 2024.
Before the business transfer, similar efforts existed, but they were very top-down and mainly focused on reporting.
People in the manufacturing division who remembered that time said they did not want activities just for the sake of reporting. So, we kicked things off with a clear policy: “No presentations.”

Omori:

How are you involved in small group activity?

Takeda:

I’m part of the secretariat.

At first, we didn’t have any instructors at Tohoku Murata, and I personally had no experience with team-based activities.

So, we invited a lecturer from Toyama Murata, and I helped plan training sessions and create a support plan for the activities. To learn from others, I encouraged not just myself but also other secretariat members and team members to attend presentation meetings at the Tohoku branch.

I also joined in-person secretariat exchange meetings hosted by headquarters, which helped me build connections with both the field and other secretariats.
Through these exchanges, we realized the importance of developing people and grew together. Although our initial policy was not to present results, members later asked for “a place to share achievements,” so we organized a poster-style presentation session.
Even supervisors who initially opposed the activities thanked us for the support and guidance. Everyone came to understand the purpose and value of these activities. It was a tough start, but certainly a rewarding one.

Omori:

Small group activities allow for numerous opportunities to express gratitude and receive it – and that exchange itself becomes a powerful source of motivation.

Sasaki:

That truly embodies the Murata Philosophy’s phrase, “together with all our stakeholders, thankful for the increase in prosperity.”

Takeda:

I’ve realized that one of Murata’s greatest strengths is how we move things forward by combining everyone’s talents.
These team-based activities really feel connected to the Murata Philosophy.

Okayama Murata – Finding Enjoyment in Connection and Fueling Each Other’s Growth

Omori:

Okayama Murata started small group activity in 2004, but at first the focus was on results.
For about 10–15 years, the teams that delivered the biggest financial impact ranked highest in site competitions.

I wasn’t comfortable with that, so I started talking with people from other companies who had similar experiences. That’s when it occurred to me: small group activities are really about developing people.

We went back to what the Murata Philosophy emphasizes – being trustworthy and working together with all stakeholders, thankful for the increase in prosperity – and shifted our focus toward team building.

Takeda:

Okayama Murata has unique team-building methods, right?

Omori:

Yes, we even hold training sessions with card games and toys so everyone can join in and have fun.

Takeda:

That’s really great!

Omori:

I’ve failed plenty of times trying new things, and sometimes I had to work alone.

I don’t want anyone starting team-based activities to have that same lonely experience. That’s why I want to share fun, engaging ways for team and leadership building.

Fukui Murata – Small Words of Encouragement Driving Trust and Change

Takeda:

You interact directly with people on the shop floor at Fukui Murata, don’t you?

Sasaki:

Yes. Every day, I talk with people on the shop floor, hold team meetings, and listen to their concerns.

We also have consultation counters, but some hesitate to use them. So, I started approaching people directly and asking, “Is anything troubling you?”
That simple question opened the door to honest feedback about issues we wouldn’t normally hear.

Takeda:

Fukui Murata has a large number of teams, correct? How many are there?

Sasaki:

In the manufacturing division alone, there are about 140 small group activity teams.

If you include workplace innovation activities and safety/health-related 5S activities, there are about 300 teams.
Even with so many, I try to reach out as much as possible to and stay connected to everyone.

Takeda:

Building trust is key to understanding what’s on members’ minds.

Sasaki:

As an instructor for team-based activities, I’m not very well-known – most people don’t even recognize my face.
So, I thought, “I need to get out there and introduce myself.”
After all, it’s hard to open up to someone you don’t know.

Omori:

Is that driven by a wish to help everyone?

Sasaki:

Everyone has different concerns, but I want to support them all as much as possible.
My goal is to help them feel comfortable so they can be fully engaged in small group activities.

Takeda:

Small group activities operate separately from daily tasks, which can feel demanding at first.

However, as these activities improve the workplace, the overall burden decreases.
When we take ownership of solving problems, the feeling of being “forced” fades away.

Sasaki:

Exactly. By visiting the site in person, I can really sense the improvement in workplace capabilities.
I notice changes like “this has improved” or “we reduced tasks,” and I also see evidence of personal growth.

Takeda:

You can see team growth as well as individual growth.
And it’s nice to see the joy in people’s faces.

Sasaki:

It’s rewarding to hear someone say, “I’m glad we did the small group activity.”

However, you only get that feedback by being on-site. Staying connected to the workplace over time is essential to understand progress, which is why I’ve been committed to having these conversations for years.

Omori:

Human growth cannot be measured by numbers alone.

Sasaki:

That’s why I make it a priority to visit the site myself – to ensure the foundation for improved capabilities and individual growth and to foster small group activities that make progress clearly visible.

Strengthening the Organization Through Cooperation and Gratitude

Takeda:

When I first started activities at Tohoku Murata, I often felt like I was struggling on my own.

But through in-person meetings with people from other sites, I learned how teams can support each other and work together as one to make improvements. Everyone involved in small group activities has been so kind and positive.

People at all sites were eager to help, and that really left a lasting impression on me.

Sasaki:

Are these exchanges less common outside of small group activity?

Omori:

There’s exchange between sites in other areas, but ties are especially close in small group activity.

As Ms.Takeda said, everyone is kind.
Small group activity is not only about making improvements, but also about learning teamwork. People who understand teamwork’s importance naturally have kindness and a willingness to help others.

Takeda:

That’s absolutely true. When you face a problem, advice comes quickly.

Thanks to connections between sites, I’ve been able to keep going. If I had been isolated at Tohoku Murata, I might have lost heart.

Sasaki:

I think Ms.Takeda’s decision to create connections was correct.

In small group activity, cooperation and gratitude fuel shared growth – and results naturally follow.
This makes the Murata Philosophy and small group activities a perfect match.

Omori:

Each Murata site has its own distinct features in small group activity, but they inspire and elevate each other.

Sasaki:

People respect each other. No one forces their own values, and even if characteristics differ, they learn from each other’s perspective.

Omori:

For example, Okayama Murata and Izumo Murata have quite distinct characteristics, yet together they host “Kaizen Fes,” a local event. Local companies and high schools also participate, bringing fresh ideas and inspiration.
In this way, small group activity really reflects the Murata Philosophy’s aim to “contribute to the advancement of society.”

Building the Future on Timeless Values

Sasaki:

I’ve been an instructor for small group activities for about 10 years. Over that time, I’ve built up a lot of experience, know-how, and practical methods, but I haven’t yet passed them on to the next generation. I also have plenty of tacit knowledge that only comes from hands-on experience.
I want to share these so others can learn in one or two years what took me a decade.
By developing people faster, we can make real improvements in the workplace.

Takeda:

In the Tohoku area, I want our activity to be as vibrant as in the Hokuriku area.
To make that happen, I’m focused on building strong connections with other sites in Tohoku.
When employees experience success through improvement activities and problem-solving, they have their own growth – and that drives progress.
By energizing small group activities so no one feels alone, I hope to strengthen workplace capabilities.

Omori:

I’ve also experienced working in isolation like Ms.Takeda but small group activities changed that.
They helped me connect with people from different departments and even secretariats at other companies, which completely shifted my perspective. Meeting people I wouldn’t normally interact with has really broadened my world.

Now, I’m thrilled to be connected with colleagues across sites in a spirit of mutual support – and I want more people to feel the same happiness that I do.
Small group activities are the smallest unit in the workplace, and if people can enjoy participating at that level, it creates meaning for everyone.
I truly feel that “making Murata’s people happy” is my mission.

Global Initiatives

Murata Electronics (Thailand), Ltd.

Suttachai

Murata Electronics (Thailand), Ltd.(hereinafter “Murata Thailand”) launched small group activities in 1997 and has sustained this initiative for 28 years. To date, 2,128 teams and 14,450 individuals have participated, earning recognition not only within the company but also at the national level in Thailand. Numerous awards have been received, and the honor of representing Murata has become a powerful motivator, fostering both individual responsibility and commitment to excellence.

Building on this solid foundation, Murata Thailand remains dedicated to achieving even greater results. The focus will be on enhancing the precision of QC tool and methodology application, as well as strengthening analytical capabilities to uncover the true root causes of issues. As in Japan, we share the belief that small group activities drive workplace improvements while also contributing to human resource development. Looking ahead, we will continue to honor Murata Thailand’s unique characteristics and Thai culture, while deepening collaboration with Murata Japan and other overseas sites. Through mutual learning, knowledge sharing, and practical case study exchanges, we aim to further advance small group activities globally.

Wuxi Murata Electronics Co., Ltd.

zhang

Wuxi Murata Electronics Co., Ltd.(hereinafter “Wuxi Murata”) established its Quality Assurance Department in 2009 and introduced small group activities. Beginning in 2010, with guidance and support from Fukui Murata, these activities were gradually expanded across the company, supported by a structured promotion framework and comprehensive training programs.

Today, Wuxi Murata hosts semi-annual meetings to share progress and results, fostering information exchanges and mutual learning among teams. To further elevate the quality of these long-standing initiatives, we are developing an activity management system leveraging Digital Transformation technologies. Through this we aim to standardize processes and improve management efficiency.

In Japan, team-based initiatives are carried out to an exceptionally high standard, with each site applying unique approaches for adoption. These involve smart strategies for picking topics, organizing activities clearly, and making the best use of QC techniques – along with many other best practices that contribute to a dynamic and engaging workplace. At Wuxi Murata, we will continue to draw on these insights to refine our activities, striving for greater results and the ongoing development of human resources.