Kaiteki: The Japanese Philosophy Behind Motivated Employees and Lean Success

52
0

During my most recent visit to Japan (as part of a tour hosted by Katie Anderson), we spent time in several remarkable organizations–factories and hospitals alike–where the focus wasn't just on performance or process… but on people.

One company in particular introduced me to a word I hadn't encountered in this context before: kaiteki.

Roughly translated, kaiteki means “comfort,” “ease,” or a “pleasant working environment.” But what stood out was how deeply embedded this idea was in the company's culture–and how it shaped their entire approach to leadership and improvement.

“The Purpose of a Company Is to Make the Entire Company Happy”

At one such company, the executive director said:

“I believe that the purpose of a company is to make the entire company happy, including suppliers and customers.”

An elderly Japanese man in a suit and tie speaks in a formal setting, seated next to a large floral arrangement. The caption on the screen reads: "I believe that the purpose of a company is to make the entire company happy, including suppliers and customers." The scene appears to be from a video presentation or interview projected onto a screen.

It's a beautiful sentiment. And it's a bold leadership stance. It reframes success not in terms of quarterly earnings, but in terms of human fulfillment.

Happiness, of course, isn't just a feel-good concept. It's directly tied to performance:

“If management makes employees feel happy, they will be more motivated… which will ultimately lead to customer satisfaction and trust.”

A person dressed in full cleanroom attire, including a white suit, face covering, and head covering, is seen working in a manufacturing or laboratory environment. Machinery and equipment are visible in the background. Subtitled text on the screen reads: "If management makes employees feel happy, they will be more motivated." The scene is being projected on a screen in a conference or training room.

That alignment–between people, purpose, and performance–is something I've seen repeatedly in the best Lean organizations, both in Japan and in other countries.

Don't Make Money the Purpose

Later, during our visit, the director of this company told us very directly:

“Don't make money the purpose… that can lead to scandal.”

They weren't suggesting profit doesn't matter. Quite the opposite. The mindset was: if we focus on creating a respectful, comfortable, engaging environment–then the results will follow. He said:

“Money must be made so the company can keep existing.”

They see financial performance as a byproduct of doing the right things for their people and customers. This was reinforced by their use of hoshin kanri (strategy deployment) to align purpose, goals, and daily actions. I'll share more about that in a future post.

He also emphasized the importance of maintaining urgency, saying:

“It's always crisis time.”
“Good things don't come easy–be serious about achieving the purpose.”

That tension between comfort (kaiteki) and seriousness about purpose was striking. It wasn't about being soft. It was about being centered.

Results Are the Outcome of Kaizen

One more thing stuck with me. The director cautioned against being “led by the numbers.” Metrics matter–but they don't drive the culture. He said:

“The numbers are a result.”

A result of what? Of daily improvement. Of small, steady kaizen. Of building systems and habits that honor people and encourage learning.

At another company we visited, a leader offered this beautiful reflection on the true spirit of the Toyota Production System:

“To cherish the small and daily challenges to grow–the accumulation of small things allows us to do great things.”

That's kaizen. And that, too, is kaiteki. It goes hand in hand!

Want to See This Mindset in Action?

We won't be visiting this particular company again on future trips, but if you join me, Dave Fitzpatrick, and Reiko Kano on a Lean Healthcare Accelerator Experience in Japan, you will see this same spirit of respect for people, daily kaizen, and long-term thinking–in both factories and hospitals.

We don't just tour. We learn deeply, reflect daily, and bring ideas home that change how leaders lead and how teams improve.

Learn more and apply to join us: JapanLeanTrip.com

Come experience the difference when kaizen and kaiteki go hand in hand.

Note: to visit the exact company that's the primary reference in this post, you can visit through one of Katie's trips.


Please scroll down (or click) to post a comment. Connect with me on LinkedIn.
Let’s work together to build a culture of continuous improvement and psychological safety. If you're a leader looking to create lasting change—not just projects—I help organizations:
  • Engage people at all levels in sustainable improvement
  • Shift from fear of mistakes to learning from them
  • Apply Lean thinking in practical, people-centered ways

Interested in coaching or a keynote talk? Let’s start a conversation.

Get New Posts Sent To You

Select list(s):
Previous articleAre Japanese Hospitals More Lean? What Global Healthcare Leaders Can Learn from Visiting Japan
Mark Graban
Mark Graban is an internationally-recognized consultant, author, and professional speaker, and podcaster with experience in healthcare, manufacturing, and startups. Mark's latest book is The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, a recipient of the Shingo Publication Award. He is also the author of Measures of Success: React Less, Lead Better, Improve More, Lean Hospitals and Healthcare Kaizen, and the anthology Practicing Lean, previous Shingo recipients. Mark is also a Senior Advisor to the technology company KaiNexus.

LEAVE A REPLY

Please enter your comment!
Please enter your name here