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The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism.
The purpose of this paper is to analyze Toyota's management directed kaizen activities named Jishuken.
Imai emphasizes is that Kaizen projects must improve Quality, Cost, and Delivery simultaneously.
These can no longer be taken as independent with any one being sacrificed to improve another if companies are to remain competitive.
Currently, there are many variations in understanding how Toyota develops its managers to support daily kaizen, especially when Toyota managers have different levels of understanding of Toyota production system (TPS) and skills essential in applying TPS.
When integrated into plant‐wide long‐term continuous improvement, Jishukens can be extremely effective at developing management's ability to conduct and to teach others to conduct daily kaizen and problem solving. https://doi.org/10.1108/17410381011063987 Download as .