An Ethnographic View of Kaizen Culture in the Concept of Human Capital at the Top-Middle Management Level

Abstract

Research Purposes: This article aims to deepen the understanding of Kaizen culture in relation to the concept of human capital at the current middle-top managerial level. Research Methods: This research led to the choice of using a qualitative method approach, ethnography. Research Originality: This research is the first to be conducted, and is expected to contribute to the development of human capital theory at the managerial level of companies. Findings: From this Kaizen culture, they teach humans to make changes for the good in an efficient, processed manner and to make life goals more meaningful. To support the implementation of the Kaizen Strategy, we need standardization in the production process and work procedures in an organization, namely SMART (Specific, Measurable, Attainable, Relevant, and Timely). Implications: We can apply to Kaizen culture not only at the individual level but also on a large corporate scale such as manufacturing, this is because it makes everything better and more efficient over time. From this Kaizen culture, humans are also taught to make changes with goodness in an efficient, processed manner, and to make life goals more meaningful. There are 10 Kaizen principles that can be applied so that a person's life goals become more developed and meaningful, namely continuing to improve one's abilities; Leave Old Bad Habits behind; Proactive; Always Correct Yourself; Want to develop yourself in your own way; Willing to listen to other people's opinions; Can utilize gathering moments more effectively; Want to ask yourself; and Live Economically and Efficiently. Limitations: Kaizen culture using the SMART method cannot be short term, but takes the form of an accumulation of success in a long-term context.