Skip to main content

Kaizen, TQM, and the Japanese Management School: Impressions of a German Manager

· 3 min read
Japanese Kaizen Team

By Dr. Hans Keller, Managing Director, HanseTech GmbH, 1993

In the spring of 1993, I had the privilege to spend several weeks in Japan, visiting leading companies such as Toyota, Sony, and Panasonic. As the managing director of HanseTech GmbH, I was eager to learn how Japanese firms have achieved their legendary efficiency and quality. What I discovered fundamentally changed my view of management.

The Philosophy of Continuous Improvement​

What struck me most was the concept of continuous improvement, or Kaizen. Unlike in many Western companies, where change often comes in the form of big, top-down initiatives or "revolutions," in Japan, improvement is a daily routine. Every employee — from factory workers to executives — is encouraged to look for small ways to optimize work and share these ideas openly.

TQM: Quality as a Core Value​

Total Quality Management (TQM) is not just a slogan in Japan; it is a living, breathing part of the business culture. Quality is everyone’s responsibility, not just the production department’s. Quality circles meet regularly to identify problems, analyze root causes, and implement solutions. The emphasis is always on learning and improvement, not blame.

The Power of Employee Involvement​

A key difference I observed was the degree of employee involvement. At Toyota or Sony, for example, I saw active suggestion systems, ongoing training, and a real spirit of teamwork. Hierarchies exist, but managers act more as mentors and facilitators than strict bosses.

Cultural Roots of the Japanese Way​

Much of what is now called the "Japanese management school" is deeply rooted in local culture: discipline, group spirit, respect for experience, and the courage to learn from mistakes. Continuous improvement is not just a business tactic, but a shared value and a collective responsibility.

Lessons for German Companies​

For companies like HanseTech GmbH, the lesson is clear: Kaizen and TQM are not mere tools to implement. They require a cultural shift, involving everyone in the organization and encouraging steady, incremental change. Quick fixes or top-down mandates simply do not compare to the enduring power of true continuous improvement.

I am convinced: the future belongs to organizations that foster a culture of respect, learning, and ongoing improvement — not only in Japan, but around the world.

Sources:

  • Personal visits and discussions at Toyota, Sony, Panasonic (March–April 1993)
  • Ishikawa, K. (1985): “What Is Total Quality Control?”
  • Deming, W. E.: Lectures and seminars in Japan, 1950–1980