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A Comparison of American and Japanese Styles of Management Masaaki Livai in Total Quality Handbook, 1990 by G. Dixon and J. Swiler Figure 1.6 Hierarchy of KAIZEN involvement Top Management Be determined to introduce KAIZEN as a corporate strategy Provide support and direction for KAIZEN by allocating resources Establish policy for KAIZEN and crossfunctional goals Realize KAIZEN goals through policy deployment and audits Build systems, procedures, and structure conducive to KAIZEN Middle Management and Staff Deploy and implement KAIZEN goals as directed by top management through policy deployment and cross-functional management Use KAIZEN in functional capabilities Establish, maintain, and upgrade standards Make employees KAIZEN-conscious through intensive training programs Help employees develop skills and tools for problem solving Supervisors Use KAIZEN in functional roles Formulate plans for KAIZEN and provide guidance to workers Improve communication with workers and sustain high morale Support small-group activities (such as quality circles) and the individual suggestion system Introduce discipline in the workshop Provide KAIZEN suggestions Workers Engage in KAIZEN through the suggestion system and smallgroup activities Practice discipline in the workshop Engage in continuous selfdevelopment to become better problem solvers Enhance skills and job-performance expertise with cross-education Figure 1.1 The KAIZEN umbrella • Customer orientation • TQC (total quality control) • Robotics • QC circles • Suggestion system • Automation • Discipline in the workplace • TPM (total productive maintenance) • • • • • • Kamban Quality improvement Just-in-time Zero defects Small-group activities Cooperative labormanagement relations • Productivity improvement • New-product development Figure 1.2 Japanese perceptions of job functions (1) Top Management Middle Management Supervisors Improvement Maintenance Workers Figure 1.3 Japanese perceptions of job functions (2) Top Management Middle Management Supervisors Workers Innovation KAIZEN Maintenance Figure 1.4 Western perceptions of job functions Top Management Innovation Middle Management Supervisors Maintenance Workers Figure 1.5 Innovation-centered job functions Innovation Maintenance Figure 1.7 Deming Wheel Design Research Production Sales Japan West KAIZEN Strong Weak Innovation Weak Strong Figure 2.1 Features of KAIZEN and Innovation 1. Effect 2. Pace 3. Timeframe 4. Change 5. Involvement 6. Approach 7. Mode 8. Spark 9. Practical requirements 10. Effort orientation 11. Evaluation criteria 12. Advantage KAIZEN Long-term and long-lasting but undramatic Small steps Continuous and incremental Gradual and constant Everybody Collectivism, group efforts, systems approach Maintenance and improvement Conventional know-how and state of the art Requires little investment but great effort to maintain it People Process and efforts for better results Works well in slow-growth economy Innovation Short-term but dramatic Big steps Intermittent and nonincremental Abrupt and volatile Select few “champions” Rugged individualism, individual ideas and efforts Scrap and rebuild Technological break-throughs, new inventions, new theories Requires large investment but little effort to maintain it Technology Results for profits Better suited to fast-growth economy Figure 2.2 Ideal pattern from innovation Time Figure 2.3 Actual pattern from innovation Time Figure 2.4 Innovation alone What should be (standard) Maintenance What should be (standard) Innovation Maintenance What actually is What actually is Time Figure 2.5 Innovation plus KAIZEN KAIZEN Innovation KAIZEN Innovation Time Figure 2.6 Total manufacturing chain Science Technology Innovation Design Production KAIZEN Market Figure 2.7 Another comparison of Innovation and KAIZEN Innovation KAIZEN Creativity Adaptability Individualism Teamwork (systems approach) Specialist-oriented Generalist-oriented Attention to great leaps Attention to details Technology-oriented people-oriented Information: closed, proprietary Information: open, shared Functional (specialist) orientation Cross-functional orientation Seek new technology Build on existing technology Line + staff Cross-functional organization Limited feedback Comprehensive feedback Figure 2.8 Western and Japanese product perceptions Technology Level Western perceptions Japanese perceptions Preferred Process Product High technology Technologyoriented innovation Innovative product Low technology + KAIZEN Peopleoriented + KAIZEN KAIZEN-oriented product Figure 2.9 Upcoming Japanese product perceptions Technology Level High technology Preferred Process Technology-oriented innovation Product Technology-oriented innovation Technology-oriented KAIZEN Low technology Technology-oriented innovation Technology-oriented innovation
