In order to solve this problem, both Cummins and Komatsu should have one technical Japanese-English person on each country to facilitate the technical communication during the Joint Venture process. Each technical translator should work exchange Cummins and Komatsu joint venture planning. These two technical-Japanese-English people will help Cummins and Komatsu address or translate the technical terms to both Cummins and Komatsu representatives when they visit or meet together in both company places.
Each company should establish regional program offices in both countries to handle business issues and take care the order management systems to help their Joint Venture and businesses successful. The program office would be responsible to represent each company in the host country and would meet with the host company and participate in the host company's planning and implementation. In this way, the representatives could participate in each company's culture and communicate with the other company in that company's culture. The representative would be hired by and report to the company they report to that way their communication can be effected in a method the reporting company wishes to get their reports. .
They should have defined communication rules up-front and one of the first steps when implementing a project of this scope. These rules could have defined how email was to be used, and the companies would report a final decision to the other company and how the in country representative would report to the host company and to the reporting country. .
According to Lankford: "In today's environment, a business must be able to change its business rules to react to competition, and it is a lot easier to change the business rules than it is to change the systems that support those business rules." The Japanese company should change their business rules if they want to use the Cummins systems for their whole Oyama plant and if they want to gain their strength competition over their competitors.
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