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

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