Kaizen and Monozukuri: The distinguishing
factors behind Japanese manufacturing quality
In the face of regional competition, Japanese manufacturers continue to distinguish themselves through kaizen,monozukuri and continuous product development finely attuned to the needs of clients, industry and society.

“We have long beenchallenging competitorswith KEM’s monozukuri”
Kyoko Kishimoto,President, Kyoto Electronics
Manufacturing Co., Ltd.
Speaking to the CEO or presidentof any Japanese manufacturing
company about what gives Japanthe competitive edge in the face ofincreasing regional competition overthe past few decades, the conversa-tion will undoubtedly turn to thetopics of “monozukuri” or “kaizen”.
The distinctive and unmistakable
quality for which Japan is renowned
can be mainly attributed to monozukuri, a long-standing philosophy
held by Japanese manufacturersthat focuses on pride, skill, dedication, high-quality production andthe constant pursuit of innovationand perfection. A closely relatedconcept, ‘kaizen’, meanwhile, meaning “change for better”, focuses oncontinuous improvement.
In the context of Japanesemanufacturers, the kaizen concept
encompasses working to continuously improve products, the productions processes behind thoseproducts, as well as constantly
developing new solutions and innovations that are closely alignedwith customer and market needs.
Toyota made monozukuri andkaizen famous in the business worldsome years ago. But beyond being

Innovation in analytical andmeasuring instruments
For more than half a century, KEM has
been providing analytical instruments
like our ‘Karl Fischer Moisture Titrators’in a wide range of industries.

Karl Fischer Moisture Titrator

Density / Specific gravity meterhttps://www.kem.kyoto/en/

buzzwords in the world of Japan’s
corporate behemoths, they are concepts devotedly and sincerely followed by Japanese manufacturers
at all levels, and particularly thosesmaller specialized companies whodevelop parts, machinery and components on which bigger companies– including Toyota and many more
in Japan and across the world –depend to build end-user products.
As these chuken kigyo – strong,agile, tech-savvy and innovationdriven companies – work behind thescenes, they are often referred to as
the “hidden champions” of Japanesemanufacturing, constantly innovating and improving their products
and processes for the benefits of
their clients, industry and society.
“We believe that it is our responsibility to accurately grasp theneeds of our customers and deliver
the best products that are needed;delivering the best products naturally guarantees quality. This is what
I think of as the essence of monozukuri,” says Masami Iida, President ofOiles Corporation, which develops
high-quality bearings for a wide
range of industrial clients.
“The most famous example thatis easy (for foreigners) to understand is Toyota’s ‘kaizen’. We prioritize the position of our customers
who appreciate the high quality
and functional side of our products
rather than prioritizing the price.”
Indeed it is this focus on highquality and not low prices that
distinguishes Japanese from Chinese competitors – as well as thisstrict adherence to monozukuri,
kaizen and development finely
attuned to customer needs.
“When we talk about the Japanese culture of monozukuri, the essence of this is to include fine adjustments and technology to suit theneeds of the clients,” says Masataka
Ushio, President of Ichikawa Co.,
Ltd, which develops parts essential to paper-making and high-techindustries such as automotive andsemi-conductors. “We are seeing
many Japanese companies that are
still surviving despite the competition from the emerging countries.
The most successful Japanese companies are the ones who understandthe varying market needs for boththe products and services in different markets globally.”
KEM: analyzing monozukuri
On the topic of facing competition,
President of Kyoto Electronics Manufacturing Co. Ltd (KEM) – which develops high-precision analytical andmeasurement equipment for a wide
range of industries – Ms. Kyoko Kishimoto admits: “Historically, westerncountries have been a little bit aheadof us regarding analytical technology
and price competitiveness. We havelong been challenging those competitors with KEM’s monozukuri.”
Indeed KEM’s business focuseson providing high-performing analytical devices, such as its Karl
Fischer Moisture Titrators, to help
its clients achieve their own monozukuri. Having gained a stellar reputation among clients in Japan, KEM
aims to strengthen its presence
abroad, leveraging on its strong capabilities of delivering customized,
tailor-made solutions to its clients.
“We try to provide the proof thatthe devices we produce, for example
analyzers, are highly accurate,” says
Ms. Kishimoto. “This accuracy gives
the users a sense of security orassurance. When we talk about
security or assurance, that is directly linked to the actual value thatcomes out from the analyzers or themeasurement devices we produce.”
As is often the case with Japanesepresidents, the conversation with Ms.
Kishimoto again returns to the highlevel idea of monozukuri and particularly the importance of ensuring theconcept is passed onto Japan’s next
generation of business leaders andmanufacturing craftsmen.
“The succession of the techniquesfrom the senior people to the next
generation is very important. Ofcourse, new generations have theirown new and fresh ideas. We thinkthat mixed and combined technology with old and new ideas would be
the foundation for producing goodproducts,” she concludes. “I would
like to succeed in that aspect ofmanufacturing in the future throughour monozukuri process, which joins
the spirit of traditional Japanese
craftsmanship to the product.”