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Masaaki Imai (今井正明, Imai Masaaki, born 1930) is a Japanese organizational theorist and management consultant, known for his work on quality management, specifically on Kaizen.^[1]^[2]^[3]

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Life and work[edit]

Born in Tokyo, Imai obtained his BA from Tokyo University in 1955, where he continued to do graduate work in international relations.^[4]

Late-1950s Imai worked for five years in Washington DC at the Japanese Productivity Center, where he was responsible to accompany groups of Japanese businessmen on visits to American plants.^[5] In 1962 in Tokyo he founded his own Employment agency for the recruitment of management, executive and research personnel.^[4]

In 1986 he founded the Kaizen Institute Consulting Group (KICG) to help western companies to introduce the concepts, systems and tools of Kaizen.^[4] In the same year he published, in Japan, the book on business management 'Kaizen: Japanese spirit of improvement', which helped popularizing the Kaizen concept in the West.^[6]

Work[edit]

Kaizen[edit]

Kaizen, Japanese for 'improvement' or 'change for the best', refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management. It has been applied in healthcare,^[7]psychotherapy,^[8]life-coaching, government, banking, and other industries. Imai (1986) acknowledged that Kaizen starts with detection of needs and problem definition:

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The starting point for improvement is to recognize the need. This comes from recognition of a problem. If no problem is recognized, there is no recognition of the need for improvement. Complacency is the archenemy of KAIZEN.^[9]

Ishikawa (1985)^[10] and Imai (1986) both defined the Seven Basic Tools of Quality. Looking back on the impact of Kaizen, Imai (1997) stated:

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'Kaizen' means ongoing improvement involving everybody, without spending much money. When 'Kaizen' was first published here in 1986, many U.S. products were of poor quality, and Japanese-made products were gaining market share. Since then, American companies have made great strides in improving product quality, and much of that is attributable to their implementation of kaizen principles, which incorporate TQM.^[4]

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Selected publications[edit]

Imai, Masaaki. Kaizen: The key to Japan's competitive success. New York, itd: McGraw-Hill (1986).
Imai, Masaaki (1997-03-01). Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (1e. ed.). McGraw-Hill

References[edit]

^Dahan, Ely, and John R. Hauser. 'Product development: managing a dispersed process.' Handbook of marketing (2002): 179-222.
^Paulk, Mark C. 'Practices of high maturity organizations.' SEPG Conference. 1999.
^Monden, Yasuhiro, and Kazuki Hamada. 'Target costing and kaizen costing in Japanese automobile companies.' Japanese Cost Management. Series on Technology Management 4 (2000).
^ ^a^b^c^d'An Interview With Masaaki Imai' in: Quality digest. June 1997
^Patrick Graupp, Robert J. Wrona (2006) The TWI Workbook: Essential Skills of Supervisors. p. 3
^Mark Graban, Joseph E. Swartz (2012) Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements. p. 42
^Weed, Julie (July 10, 2010). 'Factory Efficiency Comes to the Hospital'. The New York Times.
^M. M. Feldman (1992). 'Audit in psychotherapy: the concept of Kaizen'(PDF). Psychiatric Bulletin. Royal College of Psychiatrists. pp. 334–336.
^Masaaki Imai (1986) Kaizen (Ky'zen), the key to Japan's competitive success. p. 9; Cited in: Total quality handbook (1990) p. 32
^Ishikawa, Kaoru (1985), What Is Total Quality Control? The Japanese Way (1 ed.), Englewood Cliffs, New Jersey: Prentice-Hall, p. 198

Retrieved from 'https://en.wikipedia.org/w/index.php?title=Masaaki_Imai&oldid=980291053'

Small is the new significant. The Spirit of Kaizen is a small book by Robert Maurer that offers excellent guidance on making changes one small step at a time. This is an invaluable resource in employee engagement to counter the withering away of employee engagement because of the failure of many large scale programs and change initiatives. Back in 2009, I wrote a short review of Maurer’s other Kaizen book: The Kaizen Way: One Small Step Can Change Your Life.

Here are 5 small zingers from the book:

Full contribution. One failure of employee engagement work is the attempt to get everyone on the same page. The problem stems from not giving employees the opportunity to write on that page. As opposed to handing down the page or program Kaizen invites every member of an organization to contriubute, and the employees like the idea of being part of the solution.
Small steps to skip big fears. Our brains are wired to respond to change with fear and in the process deny us access to the mental resources we need to create change. Maurer claims that small steps are like cat burglars what quietly, slowly, and softly pad past your fears.
Three small steps to engagement and morale. Show appreciation, defuse difficult people, and encourage employees to take small steps toward solving their problems. It is amazing how many big scale changes are accomplished by repeatedly performing a few simple behaviors.
Get the ball rolling. Maurer talked about changes made by UPS to expand into Europe. David Abney the president of UPS stated: We chalked up a little success and then built on the momentum. You don’t notice a snowball going down a hill until it grows to become the size of the stomach of a big, fat snowman. Within months, we saw small changes that eventually snowballed into a turnar

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