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A Comparison of American and JapaneseStyles of Management

Masaaki LivaiinTotal Quality Handbook, 1990 by G. Dixon and J. Swiler

Figure 1.6 Hierarchy of KAIZEN involvement

Top Management

Be determined tointroduce KAIZEN asa corporate strategyProvide support anddirection for KAIZEN by allocating resourcesEstablish policy for KAIZEN and cross-functional goalsRealize KAIZENgoals through policydeployment and auditsBuild systems, procedures, andstructure conducive toKAIZEN

MiddleManagement andStaff

Deploy andimplementKAIZEN goals asdirected by topmanagementthrough policydeployment andcross-functionalmanagementUse KAIZEN infunctionalcapabilitiesEstablish, maintain,and upgradestandardsMake employeesKAIZEN-consciousthrough intensivetraining programsHelp employeesdevelop skills andtools for problemsolving

Supervisors

Use KAIZEN infunctional rolesFormulate plans for KAIZEN and provideguidance to workersImprovecommunication withworkers and sustainhigh moraleSupport small-groupactivities (such asquality circles) and theindividual suggestionsystemIntroduce discipline inthe workshopProvide KAIZENsuggestions

Workers

Engage inKAIZEN throughthe suggestionsystem and small-group activitiesPractice disciplinein the workshopEngage incontinuous self-development to become better problem solversEnhance skills and job-performanceexpertise withcross-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 productivemaintenance)

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Kamban

•Quality improvement•Just-in-time•Zero defects•Small-group activities•Cooperative labor-management relations•Productivity improvement• New-product development