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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 Middle Supervisors Workers
Management and
Staff
Deploy and Use KAIZEN in
Be determined to implement Engage in
functional roles
introduce KAIZEN as KAIZEN goals as KAIZEN through
a corporate strategy directed by top Formulate plans for
management the suggestion
KAIZEN and provide
Provide support and through policy guidance to workers system and small-
direction for KAIZEN deployment and group activities
Improve
by allocating resources cross-functional
management communication with Practice discipline
Establish policy for Use KAIZEN in workers and sustain in the workshop
KAIZEN and cross- functional high morale
capabilities Engage in
functional goals Support small-group
Establish, maintain, continuous self-
and upgrade activities (such as
Realize KAIZEN development to
standards quality circles) and the
goals through policy become better
individual suggestion
deployment and audits Make employees system problem solvers
KAIZEN-conscious
Build systems, through intensive Introduce discipline in Enhance skills and
procedures, and training programs the workshop job-performance
structure conducive to Help employees Provide KAIZEN expertise with
develop skills and
KAIZEN tools for problem suggestions cross-education
solving
Figure 1.1 The KAIZEN umbrella
Top Management
Middle Management Improvement
Supervisors Maintenance
Workers
Innovation
Maintenance
Figure 1.7 Deming Wheel
Design
Research Production
Sales
KAIZEN Innovation
Japan Strong Weak
West Weak Strong
Time
Time
Figure 2.4 Innovation alone
What should be
(standard)
Maintenance
What should be
(standard)
Maintenance What actually is
Innovation
What actually is
Time
Innovation
ndard
N e w st a
KAIZEN
Innovation
Time
Figure 2.6 Total manufacturing chain
Innovation KAIZEN
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 Preferred
Product
Level Process
Japanese People-
Low technology + KAIZEN-oriented
perceptions oriented +
KAIZEN product
KAIZEN
Figure 2.9 Upcoming Japanese product perceptions
Technology-oriented
KAIZEN