Is Kaizen Effective in Developing Countries? The Universality and Distinctiveness of Kaizen

Abstract

Much existing research demonstrates the effectiveness of introducing kaizen to developing countries. However, the literal translation of kaizen obscures important connotations that are difficult to translate. Why is this seemingly simple term difficult to translate? It is also unclear how the method can be applied to private firms in other countries. This raises the question of which aspects of kaizen could or should be transferred. This study investigates historical and social background of kaizen as it developed in Japan with aid from the United States. This provides groundwork to examine the extent to which the kaizen approach can be exported to other countries. Though the benefits of kaizen are desirable, they are difficult to extricate from other aspects of the management-labor relationship historically practices at large Japanese companies. In particular, the worker protection aspect of kaizen cannot be transferred directly to other countries where companies'commitment to lifetime employees is different. Therefore, it is vital for those on both the Japanese and foreign sides to comprehend its connection to labor conditions.