A Comparison Of American And Japanese Styles Of Management
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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 Middle Management and Staff Deploy and Be determined to implement introduce KAIZEN as KAIZEN goals as directed by top a corporate strategy management Provide support and through policy direction for KAIZEN deployment and by allocating resources cross-functional management Use KAIZEN in Establish policy for functional KAIZEN and crosscapabilities functional goals Establish, maintain, and upgrade Realize KAIZEN standards goals through policy deployment and audits Make employees KAIZEN-conscious through intensive Build systems, training programs procedures, and structure conducive to Help employees develop skills and KAIZEN tools for problem solving Top Management
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 Middle Management Supervisors Workers
Innovation Maintenance
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 ard stand w e N KAIZEN
Innovation N e w st a
ndard
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
Figure 1.6 Hierarchy of KAIZEN involvement Middle Management and Staff Deploy and Be determined to implement introduce KAIZEN as KAIZEN goals as directed by top a corporate strategy management Provide support and through policy direction for KAIZEN deployment and by allocating resources cross-functional management Use KAIZEN in Establish policy for functional KAIZEN and crosscapabilities functional goals Establish, maintain, and upgrade Realize KAIZEN standards goals through policy deployment and audits Make employees KAIZEN-conscious through intensive Build systems, training programs procedures, and structure conducive to Help employees develop skills and KAIZEN tools for problem solving Top Management
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 Middle Management Supervisors Workers
Innovation Maintenance
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 ard stand w e N KAIZEN
Innovation N e w st a
ndard
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
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