Osami Riki “How to Disney System & Manual”

Since there is no Disneyland in Korea, I personally have never worked at Disneyland. However, I have heard stories from people who have worked at Disneyland. Despite being a place where most people work part-time, Disneyland is known for being enjoyable to work at. Working at the world’s top amusement park may seem natural, but it makes me wonder if there is something special that allows Disneyland employees to work enthusiastically.

I have visited Disneyland only once. I didn’t visit the one in the United States but went to Hong Kong Disneyland during my trip to Hong Kong. Despite its relatively small size, I was able to create good memories at Disneyland. Looking back, I remember all the staff at Disneyland being kind and welcoming.

“Osami Riki, Disney System & Manual”

I happened to come across a book called “Disney System & Manual” at the Seoul Library. Since the book was not thick, and Disney is a company I have not visited, I was curious about how they manage their employees.

The author, Osami Riki, is a Japanese who joined a company called Oriental Land. He was assigned to the General Services Custodial Department, where Disney’s philosophy was most thoroughly reflected. Naturally, he became familiar with Disney’s management system and manual. After resigning in 2009, he founded the SokoRi Education Research Institute in 2012, believing that Disney’s management methods could be utilized by all companies and individuals for employee training and counseling.

The book covers the expected topic of “Disney-style education systems and manuals.” However, it differs significantly from other conventional books by delivering the content in a softer manner. It incorporates cartoons to explain, and the use of “cartoons” in a book dealing with a company’s manual was quite fascinating.

“A book unraveling Disney’s system with cartoons”

By unraveling Disney’s management philosophy and manuals alongside cartoons, the book has the advantage of being lighter to read compared to other conventional books. Additionally, despite the relatively short length of the book, each chapter summarizes important points at the end, making it useful for various organizations.

One aspect of Disney’s system and manual that resonated most clearly is the need to write manuals in a “concise yet specific manner.” Taking toilet cleaning as an example, rather than simply stating to clean and refill the toilet paper, it is better to provide specific instructions, such as:

“Toilet Cleaning (Good Example)”

Dispose of any litter around the toilet into the trash bin.
Wipe the inside of the toilet with detergent and a sponge.
Wring out the mop tightly, then use the dry half to wipe the inside of the toilet.
Use the moist half to thoroughly wipe the outside of the toilet.
Wipe off water droplets and stains on the mirror and faucet with the remaining dry part of the mop.
If there is less than 1/3 of toilet paper remaining, replenish it.

“Enhancing Organizational Effectiveness”

In managing an organization, teamwork is always considered the most important factor. Even if individuals have exceptional abilities, if they do not integrate into the overall team atmosphere, organizational effectiveness cannot be achieved. Therefore, the emphasis on “teamwork” is applicable not only to sports clubs but also to organizations such as companies.

Especially, the incident where former Manchester United manager Sir Alex Ferguson scolded star player David Beckham for not playing as a team is well known. This principle applies not only to sports teams but also to organizations such as companies. Individual abilities are less important than teamwork. The book discusses methods for enhancing organizational effectiveness and building teamwork.

The book introduces five steps for each method, and by adopting Disney-style manuals in this way, the organization can achieve positive effects such as:

Streamlining tasks, leading to increased overall productivity.
Improvement of new employees or inexperienced workers’ skills, bringing changes to their work abilities.
Increased communication within teams, departments, and the entire company, leading to organizational activation.
All members understand the “meaning of their work” and the “meaning of the company’s existence,” making work more enjoyable.

STEP 1: Manuals are created to enhance team functionality.

In most companies or organizations, manuals are written to some extent. Although some companies may operate without manuals, most tend to overlook them after an initial check. The author attributes this to the manuals being vaguely written.

Walt Disney, the founder of Disney, identified three reasons why organizations collapse:

Strangers: Individuals who don’t know what needs to be done, not because they lack the willingness to work or cooperate but because they are unaware of their tasks.
Disregard: Those who dismiss or neglect established rules, leading to cracks in the outcomes of their work.
Mindless: Individuals stuck in a mental state of inertia due to familiarity.

To overcome these issues, the first task for an organization is creating clear manuals. The author emphasizes the need for specific manuals that ensure consistent results, highlighting the example of a restroom sink cleaning manual.

In summary:

Manuals elevate the capabilities of the entire team, not just individuals.
The three causes of team performance degradation are ‘Strangers,’ ‘Disregard,’ and ‘Mindless.’
Disney’s manuals are structured to ensure consistent results.
Ineffective manuals result from unclear ‘what’ and ‘when.’
To create a functioning manual, specify ‘when’ tasks should be performed and analyze tasks from the ‘ideal result’ backward.

STEP 2: Introduce Disney’s system to your workplace.

Organizations often adhere to the 2.6.2 law, with the top 20% actively leading, the middle 60% being average, and the bottom 20% lacking in performance. Disney faced this challenge and, by utilizing manuals, effectively managed even the bottom 20%, making use of the entire workforce.

Addressing the issue of employees not knowing what to do, especially new hires, Disney introduced a system where, if a new employee doesn’t know the answer to a customer’s question, they are supported in finding the answer promptly.

For tasks like handling waste in an amusement park, Disney created manuals, ensuring that anyone, even non-specialists, could follow them.

In summary:

Manuals should not limit tasks but eliminate individual differences in task execution, improving overall efficiency.
When the entire team understands the manual, every employee becomes valuable.
Training methods emphasizing “listen well and memorize” can lead to ‘Stranger’ and ‘Disregard’ issues.
Important considerations when creating manuals are identifying priorities and specifying tasks clearly.

STEP 3: Education to establish the system – The Brother System.

Disney employs the Brother System, pairing a mentor with a mentee for thorough one-on-one training. The goal is to evoke enthusiasm in employees by providing tasks that match their abilities.

Key points:

The Brother System involves intensive one-on-one mentoring.
To boost motivation, employees should be given tasks where they can showcase their abilities.
The system includes aspects like involving personal matters, allowing time for self-reflection, and providing growth opportunities.

STEP 4: Disney’s system creates an energetic workplace.

The author attributes Disney employees’ enthusiasm to the concept of “self-efficacy.” Acknowledging one’s contribution to others and receiving recognition fosters a sense of self-efficacy. Disney uses the “3 Give” system to encourage employees to give happiness to customers actively.

In summary:

Encouraging a sense of self-efficacy in teams creates vitality.
Disney uses systems like “3 Give” to promote self-efficacy.
Positive reinforcement through “thank you” contributes to a sense of self-efficacy.
The “3 Give” system is applicable to any team.

STEP 5: Creating the best employees by recalling Disney’s philosophy.

Disney divides tasks into “Mission” (goal-oriented work requiring independent thought) and “Duty” (manual-based tasks). The organization aims to instill the mission of “Give Happiness” in all employees.

Key aspects:

Disney emphasizes “Mission” and “Duty” for complete task execution.
Cross-communication ensures that all employees understand the organization’s mission.
Creating an environment for open communication is crucial during cross-communication sessions.
Understanding the founder’s philosophy is a shortcut to grasping the true meaning of the organization’s ideology.
The purpose of cross-communication is to evoke empathy, not necessarily to find answers.
Positive topics should be chosen to prevent negative discussions during cross-communication.

Bonus Content: The Reason Behind Applauding the Parade

Applauding before a parade at Disney serves a deeper purpose: preventing accidents caused by guests using their hands. Encouraging all guests to clap helps establish a manual that aids even new or quieter employees in ensuring customer safety.

In conclusion, “How to Disney System & Manuals” provides a concise yet insightful guide to essential aspects of organizational management, making it a recommended read for anyone involved in improving organizational efficiency.

“The book is concise yet effectively encapsulates the essence of organizational management. With a relatively short length and the utilization of cartoons, it feels more accessible compared to other books. Furthermore, the book categorizes Disney’s system and manuals into five stages, making it not overly extensive. However, it compresses crucial content that is essential for creating organizational systems and manuals. If you are part of an organization contemplating how to enhance organizational effectiveness, this book is recommended for a read. It provides insights applicable to any organization.

‘How to Disney System & Manual’