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Japanese Management Style

The document summarizes key aspects of Japanese management style including their emphasis on lifetime employment, consensus-based decision making, and continuous improvement processes like Kaizen and Six Sigma. Some key points are that Japanese management views the relationship between employers and employees as familial, they focus on consensus and shared responsibility in decision making, and emphasize keeping employees with the same company for their entire career through practices like seniority-based promotion and compensation.

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Varun Sharma
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35 views

Japanese Management Style

The document summarizes key aspects of Japanese management style including their emphasis on lifetime employment, consensus-based decision making, and continuous improvement processes like Kaizen and Six Sigma. Some key points are that Japanese management views the relationship between employers and employees as familial, they focus on consensus and shared responsibility in decision making, and emphasize keeping employees with the same company for their entire career through practices like seniority-based promotion and compensation.

Uploaded by

Varun Sharma
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Japanese Management

Style
The attitude of the employer toward the
employees is more often like a father to the son
living together in the family.
Japanese Decision Making
 DM in Japanese organizations is based on the
culture of collectivism and shared responsibility.
 Consensus Decision making.
Process
Advantages Dis-Advantages
 Democratic  Long time
 Participative  Hampers Organization
effectiveness
Life –Time Employment
 Employees directly recruited from the school rather
than open job market.
 Employees are expected to stay a career long.
 The recruitment is based on general
characteristics and abilities of potential employees.
 Complicated screening process
 Academic Examination
 Investigation of family background
 Detailed personal interview
Seniority Promotion
 It is the major motivation to stay long in one
company.
 Under this system remuneration of the worker is
determined on the basis of the number of years
spent in the company.
 Seniority based wage system since 1970.
Kaizen
 Japanese philosophy that focuses on
continuous improvement.
 To be most effective kaizen must operate with 3
principles in place
 consider the process
 systemic thinking of the whole process
 a learning & non-blaming
The foundation of the Kaizen method
consists of 5 founding elements

 teamwork,
 personal discipline,
 improved morale,
 quality circles, and
 suggestions for improvement.
Kaizen five-S framework

 Seiri – tidiness
 Seiton – orderliness
 Seiso – cleanliness
 Seiketsu - standardized clean-up
 Shitsuke - discipline
Six Sigma
 Six Sigma is a business management strategy,
originally developed by Motorola, that today enjoys
wide-spread application in many sectors of industry.
 Six Sigma seeks to identify and remove the causes
of defects and errors in manufacturing and business
processes.
 It uses a set of quality management methods,
including statistical methods, and creates a special
infrastructure of people within the organization who
are experts in these methods.
Sigma levels
 One Sigma = 31% efficiency
 Two Sigma = 69.2% efficiency
 Three Sigma = 93.32% efficiency
 Four Sigma = 99.379% efficiency
 Five Sigma = 99.977% efficiency
 Six Sigma = 99.9997% efficiency
DMAIC
 Define process improvement that are consistent
with customer demands and the enterprise strategy.
 Measure key aspects of the current process and
collect relevant data.
 Analyze the data to verify cause-and-effect
relationships.
 Improve or optimize the process based upon data
analysis.
 Control to ensure that any deviations from target
are corrected before they result in defects.
DMADV
 Define design goals that are consistent with customer
demands and the enterprise strategy.
 Measure and identify CTQs (characteristics that are
Critical To Quality), product capabilities, production
process capability, and risks.
 Analyze to develop and design alternatives, create a
high-level design and evaluate design to select the best
design.
 Design details, optimize the design, and plan for design
verification. This phase may require simulations.
 Verify the design, set up pilot runs, implement the
production process.

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