Examen
International Entrepreneurship IOR3
- Établissement
- Karel De Grote-Hogeschool (KdG)
Exam of 14 pages for the course International Entrepreneurship IOR3 at KdG (Q&A IOR3)
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11-01-2024 17:07 International Entrepreneurship 3International Entrepreneurship 3
Normally trade unions happy implementation
of Kaizen
Rewarings good employees who participate
innovation process
Explain how trade unions in a Western company Kaizen; process people-oriented allowed to
would react to the implementation of the make mistakesno punishement → rewarded
Kaizen-principles in their company. Would they Bad because brings bureaucracy and lack of
promote Kaizen or rather oppose to it? motivation
Forces too much, on improvement everything
better all the time
Toyota achieved enormous growth result mainly
absolute control and discipline overly focused
The west follows 'result-otiented' way of
thinking; setting goals and actually achieving
goals
Kaizen differs: process-oriented won't equally
Reaching the aims you have set is important for focus particiular goals; intentions to
any company. How does the Kaizen approach continuously improve the proces therfore
differ from our Western way of measuring goals results improve
and results?
Theory of Nate Furata developed a theory
explains why process oriented thiking is better
than result process improve not achieve desired
result result achieve goal does not assurance
sustainable process
In a B2B context would it be important ot know Important for the seller, know more about the
if your industrial clients work according to needs of the customer and his expectations
Kaizen? Motivate your anwser.
quality will be deciding factor rather than price
companies work with Kaizen look for the most
qualitive products to meet deamnds their
customers
https://knowt.com/flashcards/d4cd6da7-8963-4452-a29d-0b50cdccf2f3 1/14
, 11-01-2024 17:07 International Entrepreneurship 3
JIT & Lean manufacturing; expectation that
deliveries will be perfect are moer critical fot the
entire process of supplier
Also focused on improving current process
without taking large leaps
The PDCA-circle a concept of the improvement
circle a wheel of continuous improvement PLAN
→ DO → CHECK → ACT continuously being
repeated to attain higher quality over and over
again
P: planning activities and goals
D: do planned activities
C: extent goals achieved
Looking at their PDCA-circle we do see A: analysis, adaptation process
interesting differences between a European and
a Japanese company. Explain these differences Kaizen focusess on plannin gpart the doing part
and their possible consequences is rather small
Perfectly knows what to do , doesn't take long
to take action
Plan every possibility and every expectation
→ Harmony → can be negative → situation →
fast action
European focused doing the thing → doig thing
afterwards see what happends short phan
phase focuss action
Kaizen, is very culture-bound Which elements Would work → Quality; wider concept of quality
of the Japanese Kaizen approach could work in might work in Europe people care more , know ,
Western companies and which not? what, from where , how bad and ecologic
products are People would be more interested
in European products: Profit
Proposals consideration; japanese prefer
multiple proposals at the same time and take
under consideration others Europe its a yes or
no situation this system allows time to think
find solutions
Not work : involving problems going to the
source when its get difficult big firm involves all
https://knowt.com/flashcards/d4cd6da7-8963-4452-a29d-0b50cdccf2f3 2/14
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