Japanese software company manager improvement process

I can't think of any theme. Simply abstract the idea and use the keyword as the title.

 

Status quo:

Japanese software companies focus more on improvement activities and especially encourage employees to propose improvements. Leaders, for the sake of performance, are racking their brains and proposing some processes from time to time. Before implementing these processes, we usually integrate small leaders, illustrate them, and list the advantages of doing so. Then, ask if you have any comments. Answer, no opinion, very good and very powerful. As a result, the idea started in a certain team. After a while, I called the team's small leaders and asked what the effect would be. The answer is very good and effective. As a result, this process was implemented throughout the company. The leader began to poll his brains to propose more processes.

 

Outlook:

What if the loop goes down? The process is becoming more and more complex, and employees complain more and more. Small leaders also feel helpless. Big leaders have never heard of complaints or even accusations from employees, and they have always felt that they are famous and powerful.

 

Cause analysis:

Japanese companies generally have complicated processes, strict implementation, and low efficiency. The reason is probably related to the national character. The Japanese are relatively rigid and focus on teams. Generally, they do not raise objections easily. Therefore, leaders in Japanese companies are relatively good.

 

Solution:

Before solving this problem, you must first realize that this problem exists. Then ......