The introduction and development of kaizen (the philosophy of continuous improvement) in the high-tech aviation industry is considered. This sector is characterized by complex products, a strict regulatory environment, long production cycles, and a traditional culture based on the principle of infallibility, which often conflicts with the spirit of experimentation inherent in kaizen. Specific institutional and organizational barriers to the adoption of kaizen culture at aerospace enterprises are identified and studied in detail in the present work. Conceptual approaches to overcoming such barriers are outlined. Expansion of institutional theory by its application to the introduction of lean practices in highly regulated fields is proposed. The practical value of this research is that the management of aircraft manufacturers gains a structured understanding of the reasons for resistance to change and possible approaches to adapting kaizen principles.
Mezina et al. (Wed,) studied this question.
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