Japanese Management Concepts

The Japanese economy was totally devastated after the World War II. The country’s turnaround strategy to revive its economy was largely influenced by the Management Philosophy that emerged in Japan. The strong pillars of Japanese Management are Concern for Customers to the extent of putting him on the pedestal of God, Control of the Access of Cost, Quality and Time (Wastage elimination, JIT, TQM, TPM, DOE, Poka Yoke, Kanban, SMED etc.), Excellence in all areas (5-S, Kaizen, Poka Yoke) and Total Employee Involvement. Underlying principle embedded in all these is recognition of the need to satisfy all stakeholders. These Management Principles developed in Japan are gaining wide currency all over the world, and practiced by industry, business and governments because of the enormous power of these concepts that can make any organization highly successful.


Achieve Individual & Workplace Excellence through 5-S Understanding and implement 5-S at Three Levels:

Physical Level

Information Level

System Level

Provide Training:

5-S Awareness Training at all levels including Top Management

Training the Trainers who would in turn impart training to their fellow Associates

Audit Training to the selected team of Associates who would carry out Self
– Audit, External

Audit and Steering Committee Audit

Training 5-S Champions who would be able to propagate 5-S across the organization independently so that all employees carry out 5-S on an on- going basis

Facilitate Planning and Implementation:

Enable organization to identify Champions, Co-Champions and Members form Zones and Steering Committee who would drive the movement from the front and ensure this exercise become a daily routine


Benefits of 5S:

  • Creates serene work environment
  • Ensures safety in workplace
  • Improves quality of products and services
  • Eliminates waste
  • Minimizes inventory
  • Reduces Non value Adding / Low value Adding assets
  • Reduces / eliminates non-value adding activities
  • Facilitates and reinforces ISO 9000 and ISO 14000 activities
  • Reduces stress, strain and work pressures
  • Encourages Total Employee Involvement
  • Enhances quality of work life
  • Helps in Kaizen, TPM and TQM Processes


Total Productive Maintenance(TPM)

Provide Training In:

TPM Awareness Training

Pillars of TPM & Steps to achieve TPM

Implementation Training including Training in Scientific Tools

Facilitate Planning and Implementation:

Selection of TPM Champion and formation of cross-functional teams

Formulation of Organization-wide TPM Implementation Structure

Selection of Model / Pilot Machines

Formulation of Company-wide TPM Policy and Pledge

Derive a structured Master Plan for the entire Unit

Benefits of TPM in terms of:
Productivity Improvement:

OEE( Overall equipment effectiveness)/ OPP (Overall plant effectiveness) =
Efficiency x Quality x Availability

Mean Time between Failures (MTBF)

Mean Time to Repair (MTTR)

Quality – Zero Defects.
Process Capability Improvement (Cp & Cpk)

Cost – Minimize Life Cycle Cost, Reduce Lead Times, WIP, and Inventory ;and Spare Parts Management.
Delivery – Timely delivery to the customers – both internal and external.
Safety – Zero accidents both major and minor including near misses.
Depreciation – Eliminate or at least minimize depreciation of plant and equipment.
Morale – Suggestion Schemes, better Knowledge and Skills.
Enhance relations between various levels of Associates working together.
Create a Win – Win Situation for all.


Total Quality Management:

TQM concept implementation by KSMA is an all encompassing quality focused approach covering all aspect of operation of  an    organization. The key to improving quality is to improve processes that define, produce and support products and services. While Total Quality Management has proven to be an effective process for improving organizational functioning, its value can only be assured through a comprehensive and integrated implementation process.

We cover the following tools and technologies in Total Quality Management:

Variation, SPC, Control Charts, Sample Size, 7 QC Tools / 7 Management Tools/FEMA TECHNIQUES

Taguchi Methods (DOE-Design of Experiments)

Quality Function Deployment

Daily Management

Team Management & Systems Thinking through KRA Approach

Basic Quality Tools

Management and Planning Tools

Theory of Constraints

Deming’s PDCA Cycle

Business Excellence Models using Malcolm Balridge, Edwards Deming, European FQM, CII (Confederation of Indian Industry) approaches; and ISO Standards

5S & Visual Controls

TPM – Total Quality in Physical Assets Management

Total Employee Involvement(TEI)

Total employee involvement is process of empowering the employee so as to achieve total quality management. employee are given certain power so that they can work more effectively which ultimately will benefit the organization.

1. making them committed having ownership of problem and authority to find solution of their own.
2. enrichment of job.
3. help to unearth hidden potential/talent and harnessing it to achieve organization goal.
4. appraise the upward performance.
5. facilitate delegation of authority.
6. focus more on customer.
7. generate feeling of personal worth and esteem among employee