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 Top Management Be determined to introduce KAIZEN as a corporate strategy Provide support and direction for KAIZEN by allocating resources Establish policy for KAIZEN and cross- functional goals Realize KAIZEN goals through policy deployment and audits Build systems, procedures, and structure conducive to KAIZEN Middle Management and Staff Deploy and implement KAIZEN goals as directed by top management through policy deployment and cross-functional management Use KAIZEN in functional capabilities Establish, maintain, and upgrade standards Make employees KAIZEN-conscious through intensive training programs Help employees develop skills and tools for problem solving 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 small- group activities Practice discipline in the workshop Engage in continuous self- development 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 labor- management relations Productivity improvement New-product development

Figure 1.2 Japanese perceptions of job functions (1) Top Management Middle Management Supervisors Workers Improvement Maintenance Innovation Figure 1.3 Japanese perceptions of job functions (2) Top Management Middle Management Supervisors Workers KAIZEN Maintenance

Figure 1.5 Innovation-centered job functions Maintenance Figure 1.4 Western perceptions of job functions Top Management Middle Management Supervisors Workers Innovation Maintenance Innovation

Figure 1.7 Deming Wheel Design ProductionResearch Sales

Figure 2.1 Features of KAIZEN and Innovation KAIZEN Innovation JapanStrong Weak West Weak Strong

Figure 2.2 Ideal pattern from innovation Time Figure 2.3 Actual pattern from innovation Time

Figure 2.5 Innovation plus KAIZEN Time Figure 2.4 Innovation alone Time What should be (standard) Innovation Maintenance What actually is Maintenance What should be (standard) New standard KAIZEN Innovation KAIZEN Innovation

Figure 2.6 Total manufacturing chain ScienceTechnologyDesignProductionMarket InnovationKAIZEN

Figure 2.7 Another comparison of Innovation and KAIZEN InnovationKAIZEN Creativity Individualism Specialist-oriented Attention to great leaps Technology-oriented Information: closed, proprietary Functional (specialist) orientation Seek new technology Line + staff Limited feedback Adaptability Teamwork (systems approach) Generalist-oriented Attention to details people-oriented Information: open, shared Cross-functional orientation Build on existing technology Cross-functional organization Comprehensive feedback

Figure 2.8 Western and Japanese product perceptions Technology Level Preferred Process Product Western perceptions Japanese perceptions High technology Technology- oriented innovation Innovative product KAIZEN-oriented product People- oriented + KAIZEN Low technology + KAIZEN

Figure 2.9 Upcoming Japanese product perceptions Technology LevelPreferred ProcessProduct High technology Technology-oriented innovation Technology-oriented KAIZEN Technology-oriented innovation Technology-oriented innovation Technology-oriented innovation Low technology