Kaizen, meaning change for the better in Japanese, is a set of activities directed at improving standardized work, equipment, and procedures for carrying out daily production or other business operations. It was poularized by Toyota as an integral part of its Toyota Production System. This note provides describes some of the underlying practices, and a simple outline for conducting a kaizen event.
In April 2018, Prime Minister Shinzo Abe was again in Washington to petition Donald Trump. After years of rapid, export-led growth, Japan had slumped into recession in 1991 and never really recovered. For the past 27 years, its economy has grown at 1.1% annually, plagued by deflation. After several attempts at quantitative easing, Abe had commenced a radical program in 2012 called Quantitative and Qualitative Easing – the first of “three arrows” to repair the Japanese economy. But in early 2018, inflation was still far below the 2% goal, growth had turned negative, and Abe faced the highest debt among the OECD. Together with demographic, energy and security problems, Abe had his hands full, while President Trump roiled the waters in China and North Korea.
Sony used to be synonymous with "innovation" and "cool products." The case reveals how the company lost its edge and describes the leadership initiatives to restore its former glory. In 2012, Kazuo (Kaz) Hirai becomes CEO and successfully transforms Sony, including a relentless focus on differentiation through "wow" products instead of chasing scale. How should he organize and manage the company's response to digital opportunities, such as virtual reality, that could affect the company's entire value chain?
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