抄録
Problem solving is positioned as an important method in corporate activities and is widely adopted and practiced. On the other hand, although problem solving is positioned as part of organizational activities, it is often said that it yields few significant results and provides little sense of accomplishment to those involved. Therefore, in response to such a situation, we must consider how problem solving should be learned and practiced, and how it should be guided and promoted in
order to truly be effective. This instructs that when problem solving becomes an exciting and well-mastered activity, it can serve as a driving force for living.
Furthermore, this paper argues that Japan’s declining international competitiveness stems largely from a lack of practical problem solving in organizations. It identifies Toyota’s strength in its
company-wide kaizen culture and robust SDCA cycle, which stabilize daily operations while enabling flexible response to change. We emphasize teaching simple, universal problem-solving thinking and building open, communicative organizational cultures. We conclude that Japan’s revival requires integrating problem-solving education into schools and establishing low-barrier processes for SDCA-based improvement across all organizations.
