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Comparison between Japanese and American management style
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To explain Kaizen, the nature of Kaizen helps to understand itself. The word, Kaizen, has gained recognition in the English vocabulary now. In Japanese, Kaizen means continuous improvement. The word implies improvement that involves all workers and entails relatively little expense. Toyota has been known as the first company that has started Kaizen. The application that Toyota used was called "Toyota Production System", where all line personnel are expected to stop their moving production line in the case of any abnormality, and suggestions for improvement are rewarded. They succeeded eliminating all the wastes. Kaizen is used for placing the terms as productivity, total quality control (TQC), zero defects (ZD), and just-in-time (JIT). Therefore, Kaizen is a main concept for all these practices.
A lot of people have misunderstood about Kaizen. People have the stereotype that Kaizen can make dramatically changed immediately, and bring the profits right away. However, this is not true. Improvements under kaizen are small and incremental, but the kaizen will bring the huge results over time. Japanese management and Western management are different from the concept of the management. For western management, they tend to focus on the worships innovation which is pretty much relying on the changes in the technological breakthroughs. On the other hand, for the Japanese management, kaizen is not usually dramatic incident. But innovation is one shot improvement, and its results are often problematic, while the kaizen process, which is based on common sense, low-cost approaches and low risk approach, assures incremental progress that pays off in the long run.
There are some concepts to understand kaizen. First of all about is "Kaizen and Management". Basically, management has two sides: maintenance side and improvement side. Maintenance refers to maintain current technological, managerial and operating standards through training and discipline. Improvement refers to elevate current standards. Please recall that the difference between western management and Japanese management that are explained earlier, the western management should be classified as the edge of improvement side. On the other hand, Kaizen should be classified in a little improvement side from the middle of two. So, kaizen signifies small improvements as a result of ongoing efforts. Innovation involves a dramatic improvement as a result of a large investment of resources in new technology or equipment. However, western managers like to chase an immediate profit, they tend to overlook the long-term benefits that kaizen can bring, and also innovation has a lot of risks due to the high costs.
Everyone in the organization should be involved in the training process at the end of the case it says a management process that involves all the employees explain this. Kaizen means a “good change“, standardizing the operations, evaluating it and innovating a better option or solution and continue the process. The training process would be different for different groups depending on their roles and responsibilities. When it comes to the training design we have to consider the different levels of operations and their roles and responsibilities. We have to differentiate the trainees depending on their experience, abilities and trainee population. The first line managers and all the employees in the same department should go through
“Quality of lean systems is based on kaizen, the Japanese term for “change for the good of all” or continuous improvement” (Russell & Taylor, 2013, pg. 737). Continuous improvement involves “every employee at every level” (Russell & Taylor, 2013, pg. 737). It is the process of employees identify “quality problems, halt operations when necessary, generate ideas form improvement, analyze processes, perform different functions, and adjust their working routines” (Russell & Taylor, 2013, pg. 737). “The idea focuses on improving processes and products while using employee creativity to help define the way procedures and systems can be improved” (Wagner, N., 2015). The kaizen approach encourages an organization to achieve better operational excellence and improve their productivity. The key component to achieve a successful kaizen “is finding the root cause of a problem and eliminating it so the problem does not reoccur” (Russell & Taylor, 2013, pg. 738). One of the techniques for achieving the root cause of a problem is asking the “5 Why’s”: “repeatedly asking “why?” until a root cause is identified” (Russell & Taylor, 2013, pg. 738). Kaizen is that big results from many small changes accumulated over time. This does not mean that kaizen means small changes. What is does mean, is that everyone involved is making improvement for a more streamline process. Kaizen is part of the quality of source that involve; visual control,
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Dr. William Edward Deming is known as the father of the quality evolution. To gain this status Deming developed many innovative processes and philosophies. The most recognized being the Plan-Do-Study-Act cycle (PDSA), which is a method for continuous improvement of processes. Another major development in the process improvement sector was Deming’s creation of the 14 key principles; this is an outline of codes that aid in transforming business effectiveness. In addition to the 14 key principles, Deming also established the seven deadly diseases; a list of conditions that would halt continuous improvement. Also notable were Deming’s Red Bead experiment and the chain reaction philosophy which exemplified the importance of investing within the organization..The effectiveness of these philosophies and principles can be viewed from Japanese industry; where Deming spent much time in his early career sharing his knowledge about process improvement.
Continuous improvement (CI) refers to a philosophy consisting of improvement activities that increase successes and reduce failures in a production process (Bhuiyan & Baghel 2005, p. 761). It involves activities and processes that focus on continuous and incremental innovation (Bessant et al., 1994, p.17). CI is a new approach that enhances productivity, performance, and achieves competitive advantage needed in the highly competitive industries. It may also serve as a complementary approach to other quality improvement initiatives such as total quality management (TQM) (Pike, Barnes, & Barnes 1995, p. 23; Larson 2003; Lassen, Gertsen, & Riis 2006; Oakland 2007, p. 227). The purpose of this research is to explore the application of production systems engineering methods in the CI at manufacturing plants.
Implementation of organizational growth falls to the responsibility of upper management and they develop the strategic plan for the company to flourish in the projected economic market. Oversight of this senior team can hinder the organizational projected strategy into a viable organizational process that today’s global market places high demands that make it very difficult to attain these goals or plans and bring all effort to no avail of achieving projected growth and strategy of the organization. Essential that key employees do not lack the skill to delegate responsibility as well as expect results that promote organizational growth and adherence to the strategy set by senior
Secondly, from years of quality control practice the firm established a well-know quality control procedure, "the Method". It has great value to the company in that it includes detail best practices for the production procedures which guarantees and improves the quality of the products. It serves as an efficient decision measure tool and a great training material.
This paper will explore how the company is fairing under the leadership of its current CEO, Andrea Jung. There are two opposing views regarding the company's current and future success. One group feels that the firm has a promising future with Jung at the helm while the other group does not. This paper will analyze the pros and cons uncovered by each team member and discuss which view prevailed in the debate and why.
...ions, consensus management and seniority-based reward systems all suitably adapted to the local context, of course, this would force the adoption of Japanese practices such as Kanban(JIT) and Kaizen (continuous improvement), that call for flexible utilization of resourceful humans.
...to course correct for any shortcomings we identify. This would be an excellent time to bring the concept of kaizen into play. “The Kaizen Event is an effective tool for moving past “analysis paralysis,” tying improvements to a larger strategy, and involving all the necessary perspectives to create relevant, measurable, and sustainable improvements” (Martin & Osterling, 2007. p. 20). We would attempt to maintain fresh ideas by adding new members and leaders to the change coalition.
Toyota’s core competencies seem simplistic, yet they are very powerful. There are two in which they focus on which is continuous improvement and respect for people. These core competencies are a part of their production system, better known as the Toyota Production System (TPS). The TPS is based on the philosophy “completely eliminating all waste”. Excess inventory, defective products, and unnecessary processing steps are all inclusive when discussing excessive waste, which eventually negatively effects the corporation as a whole. In 1924, Sakichi Toyoda created the Toyoda Automatic Loom, which improved productivity and work efficiency by eliminating wasteful practices and defective products. Kiichiro Toyoda believed that “the ideal conditions for creating things are more successful when machines, facilities, and people work together to add value without generating any waste.” (The orgin of the toyota production system,
Just In Time production concepts originated in Japan, and are generally associated with the Toyota motor company. JIT was initially known as the “Toyota Production System” and its originator was Taiichi Ohno. Ohno examined American manufacturing and devised a new system of production based on the elimination of waste.
In 1950s, Toyota has developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency while at the same time enhances its product quality. From this initiative, Toyota managed to widen its competitive edge by employed fewer employees in the car production with a small number of flaw products.
Kaizen is the most important concept in Japanese management. It means continuous improvement in every aspect of life, including social life, working life and home life. A wide range of production techniques and working practices must be carried out for it to be effective. This approach argues that a day should not pass without some kind of improvement being made, no matter how small, and achieving the lean goal eliminating all waste that adds cost without adding value.