Implementation of Kaizen Teian Culture as a Strategy to Improve Work Efficiency and Product Quality: A Qualitative Case Study of a Manufacturing Company in Japan

Abstract

Kaizen is a distinctive Japanese cultural philosophy that emphasizes continuous improvement, which has become deeply rooted in Japanese society and is applied to various aspects of life, including the Japanese workplace. This principle is implemented through the Kaizen Teian system, a mechanism for submitting and implementing ideas, opinions, and improvement proposals involving employees. This study aims to examine how the Kaizen Teian culture is proposed, verified, and implemented as a strategy to improve work efficiency and product quality at Akagi Nyugyo Co., Ltd.. This study employs a descriptive qualitative approach using a case study method through interviews and observations, while also examining Japanese workplace practices such as 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke), 3M (Muda, Muri, Mura), HORENSO (Houkoku, Renraku, Soudan), PDCA (Plan, Do, Check, Action), and QCD (Quality, Cost, Delivery) in relation to the Kaizen concept. The results show that Kaizen Teian has become an organizational culture involving all employees regardless of position, number of proposals, or type of improvement, whether large or small. Kaizen Teian is fundamentally based on small, simple, and gradual improvements that contribute positively to the company's continuous improvement. This study is expected to serve as a reference for other companies in developing a workplace culture that promotes continuous improvement through the creative, innovative, and applicable ideas of all employees.