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- W2894966572 abstract "In the existing literature, kaizen (continuous improvement) has often been conceived of as the accumulation of similarly small, mutually independent, incremental process innovations that are conducted by workers, work teams, and their leaders. This chapter attempts to observe continuous improvement in a certain factory for a certain period and to show the diversity and reality of kaizen in Toyota. Through longitudinal observations, seven case studies are examined, showing that (1) kaizen consists of a series of innovations with various scales, such as number of stakeholders, amount of investment, and economic outcomes (e.g., cost reduction effect); (2) kaizen sometimes induces small changes in product design and affects the organizational activities of production design as a small-scale product innovation; and (3) kaizen activities sometimes influence other kaizen activities. With regard to these characteristics of kaizen, this study implies that (4) kaizen management needs organizational design. For example, in Toyota’s case, not only work teams but also product/process design engineers contribute to kaizen, and shop floor engineers play a vital role in coordinating between shop floors and engineering departments on the basis of the staff-in-line structure of organizations." @default.
- W2894966572 created "2018-10-12" @default.
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- W2894966572 date "2018-01-01" @default.
- W2894966572 modified "2023-09-27" @default.
- W2894966572 title "The Diversity and Reality of Kaizen in Toyota" @default.
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- W2894966572 doi "https://doi.org/10.1007/978-4-431-55145-4_9" @default.
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