Kaizen: A Review Of Japanese Approaches To I.T.

Abstract

This paper examines the differences between Japanese and western business culture, and in particular the role of what is known as the Kaizen (Masaaki Imai 1986) approach to the management of the organisation and its approach to change. Whatever these differences are we suggest that it is well worth trying to understand them, and perhaps to emulate them. Japanese business has enjoyed outstanding success over the last twenty years or so. Whatever our cultural differences it is increasingly recognised that it is worth trying to understand if not to emulate them. Japanese business and its philosophy is increasingly a part of the UK economy, and must be seen not only as an overseas competitor, but more as a domestic r\t~» f* one. The above discussion is general. We intend to be more specific How can the Kaizen approach be used to advantage in the field of information systems development? We see a number of issues which appear repeatedly in criticisms of the software engineer's product. Many of these issues relate to a failure to appreciate the human issues involved in ISO. What can Japanese culture offer us in this area? We can suggest no elixir to cure all ills. Indeed we see many difficulties in attempting to 'impose' cultural change. We attempt to identify the issues more than to propose solutions.