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Our mission is to Protect, Maintain, and Enhance your property.
Full Service Property Management
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We believe in Continuous and Never Ending ImprovementUnique team management focused solely on property management
Technology
We use a variety of technology strengths to provide you with an enhanced rental experience!
Integrated Network: We use a highly integrated computer network which includes software, wireless tools, cloud technology linking both Hawaii and Las Vegas in our Management Portal. Zillow: The leading real estate marketplace. Search millions of for-sale and rental listings, compare Zestimate® home values. Rently: A robust self-showing access solution, Rently provides the most durable and secure lock boxes available on the market. Rently lockboxes integrate with patented Rently self-showing software to market, list and show your vacant properties. Craigslist: Craigslist dominates the U.S. rental housing market with millions of new listings every month. |
Books That Help Us Succeed
Always Day One - Alex Kantrowitz (2020)
Upstream - Dan Heath (2020)
Great by Choice - Jim Collins
The Toyota Way - Jeffrey Liker
The Score Takes Care of Itself – Bill Walsh
Good to Great – Jim Collins
Principles – Ray Dalio
Executive Presence - The Missing Link
Between Merit And Success – Sylvia Ann Hewlett
Start with the Why – Simon Sinek
Upstream - Dan Heath (2020)
Great by Choice - Jim Collins
The Toyota Way - Jeffrey Liker
The Score Takes Care of Itself – Bill Walsh
Good to Great – Jim Collins
Principles – Ray Dalio
Executive Presence - The Missing Link
Between Merit And Success – Sylvia Ann Hewlett
Start with the Why – Simon Sinek
Videos that Inspire Us
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Processes and Procedures
We follow 14 principles of Deming, Toyota and Amazon's and our 14 Daily Reminders to guide us.
Deming’s 14 Points for Management
by John Hunter · April 15, 2013
Dr. Deming included the 14 points for management in Out of the Crisis. The 14 points provide some specific obligations that managers adopting a Deming management system must follow. Over time Dr. Deming realized these points were not as effective at communicating his management system and he favored using the system of profound knowledge (SoPK) to frame that system of management.
The 14 points are practices that should be followed. Dr. Deming continued to edit and clarify the 14 points in his seminars and writing. However the list format didn’t emphasize the importance of a management system. The book actually has quite a bit of detail that helps expand upon the meaning of the 14 points; but so often people are presented with the 14 points without any of the context Deming provided. Without the additional information the 14 points are not nearly as useful as when the context he put them in is studied.
Each of the 14 points can be reasoned from an understanding of the 4 areas of the SoPK: appreciation for a system, understanding variation, theory of knowledge and psychology.
This list is from Out of the Crisis, pages 23-24:
Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
Institute training on the job.
Institute leadership (see point 12 and Chapter 8 in Out of the Crisis). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
Drive out fear, so that everyone may work effectively for the company (see Chapter 3).
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
by John Hunter · April 15, 2013
Dr. Deming included the 14 points for management in Out of the Crisis. The 14 points provide some specific obligations that managers adopting a Deming management system must follow. Over time Dr. Deming realized these points were not as effective at communicating his management system and he favored using the system of profound knowledge (SoPK) to frame that system of management.
The 14 points are practices that should be followed. Dr. Deming continued to edit and clarify the 14 points in his seminars and writing. However the list format didn’t emphasize the importance of a management system. The book actually has quite a bit of detail that helps expand upon the meaning of the 14 points; but so often people are presented with the 14 points without any of the context Deming provided. Without the additional information the 14 points are not nearly as useful as when the context he put them in is studied.
Each of the 14 points can be reasoned from an understanding of the 4 areas of the SoPK: appreciation for a system, understanding variation, theory of knowledge and psychology.
This list is from Out of the Crisis, pages 23-24:
Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
Institute training on the job.
Institute leadership (see point 12 and Chapter 8 in Out of the Crisis). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
Drive out fear, so that everyone may work effectively for the company (see Chapter 3).
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
- Eliminate work standards (quotas) on the factory floor. Substitute leadership.
- Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
- Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
- Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see chapter 3).
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
14 Management Principles of The Toyota Way
The Toyota Way is one of the most influential books on "Lean." Toyota was able to successfully drive inefficiencies from their processes.
These are posts related to the 14 management principles outlined in the book and some examples of how each of the principles can be applied.
What are the 14 principles of The Toyota Way?
Principle #1 – “Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.”
Principle #2 – “Create a continuous process flow to bring problems to the surface.”
Principle #3 – “Use ‘pull’ systems to avoid overproduction.”
Principle #4 – “Level out the workload (work like the tortoise, not the hare).”
Principle #5 – “Build a culture of stopping to fix problems, to get quality right the first time.”
Principle #6 – “Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.”
Principle #7 – “Use visual controls so no problems are hidden.”
Principle #8 – “Use only reliable, thoroughly tested technology that serves your people and process.”
Principle #9 – “Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.”
Principle #10 – “Develop exceptional people and teams who follow your company’s philosophy.”
Principle #11 – “Respect your extended network of partners and suppliers by challenging them and helping them improve.”
Principle #12 – “Go and see for yourself to thoroughly understand the situation.”
Principle #13 – “Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.”
Principle #14 – “Become a learning organization through relentless reflection and continuous improvement.”
The Toyota Way is one of the most influential books on "Lean." Toyota was able to successfully drive inefficiencies from their processes.
These are posts related to the 14 management principles outlined in the book and some examples of how each of the principles can be applied.
What are the 14 principles of The Toyota Way?
Principle #1 – “Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.”
Principle #2 – “Create a continuous process flow to bring problems to the surface.”
Principle #3 – “Use ‘pull’ systems to avoid overproduction.”
Principle #4 – “Level out the workload (work like the tortoise, not the hare).”
Principle #5 – “Build a culture of stopping to fix problems, to get quality right the first time.”
Principle #6 – “Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.”
Principle #7 – “Use visual controls so no problems are hidden.”
Principle #8 – “Use only reliable, thoroughly tested technology that serves your people and process.”
Principle #9 – “Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.”
Principle #10 – “Develop exceptional people and teams who follow your company’s philosophy.”
Principle #11 – “Respect your extended network of partners and suppliers by challenging them and helping them improve.”
Principle #12 – “Go and see for yourself to thoroughly understand the situation.”
Principle #13 – “Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.”
Principle #14 – “Become a learning organization through relentless reflection and continuous improvement.”
14 Amazon Leadership Principles
Customer centricity or obsession with customers tops the list, and Amazon’s obsession with customers, frugality and bias for action are hard to miss. Other values, however, may be less visible to outsiders. We tend to believe that Amazon has succeeded at adhering to its leadership principles somewhat better than many other corporations as Amazon’s values actually get to see the light of implementation beyond its walls and websites.
1. Customer Obsession
Leaders start with the customer and work backward. They work vigorously to earn and keep customer trust. Although Amazon leaders pay attention to competitors, they obsess over customers.
2.Ownership
Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.”
3. Invent and Simplify
Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time.
It’s not an experiment if you know it’s going to work.
4. Are Right, a Lot
Leaders are right a lot. They have strong business judgment and good instincts.
5. Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop other leaders and take seriously their role in coaching others.
6. Insist on the Highest Standards
Leaders have relentlessly high standards, so high that many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
7.Think Big
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
8. Bias for Action
Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
9. Frugality
We try not to spend money on things that don’t matter to customers. Frugality breeds resourcefulness, self-sufficiency and invention. There are no extra points for headcount, budget size or fixed expense.
Frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out.”
10. Vocally Self Critical
Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best.
11. Earn Trust of Others
Leaders are sincerely open-minded, genuinely listen, and are willing to examine their strongest convictions with humility.
12. Dive Deep
Leaders operate at all levels, stay connected to the details, and audit frequently. No task is beneath them.
13. Have Backbone; Disagree and Commit
Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.
14. Deliver Results
Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.
Customer centricity or obsession with customers tops the list, and Amazon’s obsession with customers, frugality and bias for action are hard to miss. Other values, however, may be less visible to outsiders. We tend to believe that Amazon has succeeded at adhering to its leadership principles somewhat better than many other corporations as Amazon’s values actually get to see the light of implementation beyond its walls and websites.
1. Customer Obsession
Leaders start with the customer and work backward. They work vigorously to earn and keep customer trust. Although Amazon leaders pay attention to competitors, they obsess over customers.
2.Ownership
Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.”
3. Invent and Simplify
Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time.
It’s not an experiment if you know it’s going to work.
4. Are Right, a Lot
Leaders are right a lot. They have strong business judgment and good instincts.
5. Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop other leaders and take seriously their role in coaching others.
6. Insist on the Highest Standards
Leaders have relentlessly high standards, so high that many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
7.Think Big
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
8. Bias for Action
Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
9. Frugality
We try not to spend money on things that don’t matter to customers. Frugality breeds resourcefulness, self-sufficiency and invention. There are no extra points for headcount, budget size or fixed expense.
Frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out.”
10. Vocally Self Critical
Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best.
11. Earn Trust of Others
Leaders are sincerely open-minded, genuinely listen, and are willing to examine their strongest convictions with humility.
12. Dive Deep
Leaders operate at all levels, stay connected to the details, and audit frequently. No task is beneath them.
13. Have Backbone; Disagree and Commit
Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.
14. Deliver Results
Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.
AT OISHI’S, WE:
- Won’t be the messenger
- Won’t make everything to be a special cause
- Won’t be the bottleneck
- Will always Initial & Date
- Will always reconcile or double-check
- Will always be Proactive and not Reactive
- Will always under Promise and Over Deliver
- Will always be Quick but under control (do not want a lot of activity with very little achievement)
- Will Plan, Do, Check, Act; Plan, Do,
- Check, Act (PDCA)
AT OISHI’S, WE BELIEVE:
- That failure to plan is a plan for failure
- That the preceding step must do what the subsequent step needs or wants
- That the best decision is the right one, the 2nd best is the wrong one, the Worst one is not making one.
- There is never a good time; but now
- In continuous and never ending improvement (CANEI)