M Management A Achievement S Skill T Talent E Energy R Respect S Strategy

25 Years Later  Yamada said, 'You know, the plant was exactly the same as it had been 25 years ago.‘ In U.S

25 Years Later In Japan

 Abrupt  Gradual While we can easily observe both gradual and abrupt changes in Japan, gradual change is not so obvious a part of the Western way of life.

 Going improvement involving everyone  Our way of life deserves to be constantly improved

TQC Zero Defect QC Kaizen Suggest ion System Lift Time Employ ment Seniori ty- based Wages

 Maintenance: Maintaining current technological managerial & operating standards  Improvement: improving current standards

Improvement Kaizen: Small Improvement Innovation: Drastic Improvement

 Employee Involvement  Employee Assessment  Recognition & Reward  Competition among employees  Standardization  One of the features of the Japanese workers is that they use their brains as well as their hands  In 1,500,000x95%1,425,000=

Great-leap forward GradualistProgress InnovationKaizen

Spark Conventional Knowledge & state of the art Technological break-through, new inventions, new theories Effect Long term & long lasting but subtleShort term but dramatic Time Frame Continuous process & incrementalOne-shot Phenomenon Practical Requirement Requires little investment but great effort to maintain it Requires large investment but little effort to maintain it Pace Small StepsBig Steps Involvement EverybodySelect few champions Evaluation Criteria Process & efforts for better resultsResults & profits Advantage Works well in slow-growth economy Better suited for fast growth economy Keizen Innovation One of Parkinson’s laws is that an organization, begins it's decline as soon as it has built it edifice.

 Technology  Finance  Result Orientation:  “I don’t Care what You do or how you do it, I want the results, & NOW!!!!!”