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Edwards Deming and encapsulated by Japanese car giant Toyota, whose quality circles, kaizen, and takt time quickly spread throughout the manufacturing sector. The first-generation of the learning organization reached its nadir with the continuous improvement movement launched by W.
The Japanese employees, while already fluent with Japanese concepts such as kaizen (improvement) and omotenashi (hospitality), struggled to become proficient in English. Interactions are also vital for sharing knowledge across sites. These challenges differed depending on people’s backgrounds and location.
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