kaizen: “continuous improvement”
The more unsettling phrase of the moment, though, should be kaizen — the Japanese concept of “continuous improvement” which once struck nervous awe into US corporate hearts and which China, one way or another, now looks to have quietly mastered. Partly by hiring Japanese kaizen masters undervalued in their own economy.
Kaizen first properly entered the international business lexicon in the 1980s, when American and European companies needed to understand why Japanese companies were beating them — in terms of both price and quality — on cars, consumer electronics and semiconductors. It suited both sides to identify the differentiator as a patient, distinctly Japanese, betterment of product and process.
The practical effects of kaizen were remarkable: they were among the prime reasons that Japan’s economy became huge in the 1970s and 80s, and why so many of its companies retain global competitiveness in a formidable range of manufacturing fields.
