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Pioneering the Introduction of Japanese-Style Management in Sri Lanka

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LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 39

Introducing Japanese-Style Quality Circles to Sri Lanka

Some experiences remain etched in one’s memory for a lifetime. Mine occurred in Japan in 1980 when, as a young Industrial Engineer following a course in Industrial and Systems Engineering, I witnessed a Quality Circle in action for the very first time. Little did I realise then that this single factory visit would profoundly influence my professional life and eventually lead to the introduction of Japanese-style Quality Circles to Sri Lanka.

One of the factories we visited belonged to NEC. There, we were invited to observe a Quality Circle presentation conducted entirely by shop-floor workers. This was long before the days of PowerPoint presentations. Instead, the team used colourful transparencies on an overhead projector. Yet, despite the absence of modern technology, it remains one of the most captivating presentations I have ever witnessed.

I was astonished by the enthusiasm, confidence and commitment displayed by these ordinary factory workers. Drawing entirely on their own practical experience and intimate knowledge of their work, they had followed a disciplined problem-solving process. They identified the root causes of a production issue, generated alternative solutions, evaluated each option carefully, selected the most appropriate remedy and presented it to management. Once approval was obtained, the circle itself implemented the solution and established new standards to ensure that the improvement would be sustained.

What impressed me most was not merely the technical excellence of their work but the genuine enjoyment they derived from the entire process. The presentation itself was a masterpiece of storytelling.

To illustrate the progress of their project, they projected the image of a ship sailing calmly across the sea. A cleverly designed cardboard overlay enabled the ship to appear to glide smoothly across the screen as the project advanced. Then came the inevitable setback. Differences of opinion emerged within the circle. Suddenly the calm sea transformed into a violent storm. The sky darkened, lightning flashed across the screen, and thunder echoed through the room. By making ingenious cuts in the cardboard and using aluminium foil, they recreated the sights and sounds of a raging tempest. Although entirely simple by today’s standards, the effect was remarkably dramatic.

Even after forty-six years, I can still recall almost every detail of that presentation. It was impossible not to admire the pride these workers took in solving problems that affected their own workplace. They were not simply carrying out instructions from management; they were thinking, analysing, creating and improving. They were fully engaged.

As I watched them, I remember saying to myself, “This is something we must introduce in Sri Lanka.”

Another memorable Quality Circle that we observed was in a completely different setting. Instead of a manufacturing environment, this one operated in a data-entry department. Six young women who entered data into computers faced a persistent problem. They frequently struggled to decipher the handwriting on the documents they received, resulting in costly errors.

Rather than accepting the situation as inevitable, they analysed the problem systematically. They measured the frequency of errors, identified which departments generated the problematic forms and categorised the types of handwriting mistakes that caused the greatest difficulties. Their investigations eventually led them to develop a standard manual prescribing how numerals and letters should be written on official forms. Management accepted the proposal and implemented it throughout the organisation. The result was a dramatic reduction in data-entry errors.

The lesson was unmistakable. Quality Circles were not confined to factories. They could improve any type of work where people were encouraged to think, analyse and solve problems together.

Armed with these inspiring experiences, I returned to Sri Lanka with tremendous enthusiasm and an overwhelming desire to introduce Quality Circles at the Sri Lanka Tyre Corporation, where I was then serving as the Industrial Engineer.

A Revealing Visit to the Philippines

On my journey home, my Chairman requested that I stop over in the Philippines to visit the BF Goodrich tyre factory. At that time, the Sri Lanka Tyre Corporation had a technical collaboration agreement with BF Goodrich of the United States, making the visit particularly worthwhile.

The comparison was an eye-opener.

The Philippine factory employed around 1,000 workers and produced approximately 2,000 tyres per day. By contrast, our own factory employed nearly 2,000 workers but produced only about 1,000 tyres. The figures spoke volumes about our productivity—or rather, our lack of it.

The factory also operated an employee suggestion scheme, but there was a significant difference. It was restricted to engineers and managerial staff, and each participant was expected to generate perhaps one worthwhile suggestion each year. Many of these suggestions produced considerable financial savings.

The Japanese approach could not have been more different.

Quality Circles in Japan were designed specifically for shop-floor and frontline employees. The Japanese believed that the people performing the work every day possessed invaluable practical knowledge that managers could never fully acquire. Instead of relying solely on supervisors and engineers, they actively encouraged workers themselves to identify problems and devise improvements.

It was during this period that I began to appreciate the profound philosophical difference between Western and Japanese management.

The Japanese themselves often expressed it rather elegantly. They observed that traditional American management made use primarily of the “hands” of employees. Japanese management, on the other hand, sought to harness not only the hands but also the minds of every employee.

That simple philosophy explained much of Japan’s remarkable industrial success.

The First Experiments

Filled with enthusiasm, I began introducing the concept on my return to Sri Lanka. Unfortunately, enthusiasm alone was not enough.

The initial experiments met with considerable resistance.

Many Heads of Divisions saw little reason to change established practices. From their perspective, everything appeared to be functioning satisfactorily. Why introduce a completely new management concept that encouraged workers to participate in decision-making?

Some of my other improvement initiatives encountered similar opposition.

Several senior colleagues quietly advised me to proceed with caution. They explained that our Chairman’s management style was generally regarded as autocratic and that worker participation initiatives might not be welcomed. Although they appreciated my enthusiasm, they feared I was moving too quickly.

Their advice was well intentioned.

Rather than abandoning the idea, I decided to persevere more discreetly. Experience has taught me that genuine organisational change often requires patience, persistence and careful timing. New ideas seldom encounter universal acceptance at the outset. Those proposing change must be prepared for disappointment before success eventually arrives.

Meanwhile, references to our plans for Quality Circles found their way into the minutes of our Steering Committee meetings. Since these minutes were regularly forwarded to BF Goodrich in the United States, they soon attracted attention there.

One day I received an unexpected parcel from the BF Goodrich head office.

Inside were numerous articles documenting both successful and unsuccessful Quality Circle implementations across Europe. The collection proved immensely valuable. It demonstrated that Quality Circles were by no means guaranteed to succeed. Many organisations had failed because they treated the concept as another management programme rather than as a long-term cultural transformation requiring patience, leadership and trust.

Those articles became an invaluable source of learning.

Looking back, I now realise how fortunate I was to receive them. They taught me as much from the failures as from the successes.

Interestingly, 1980 was also the year when worldwide enthusiasm for Quality Circles reached its peak. Across Europe, North America and Asia, organisations were experimenting with this revolutionary Japanese approach to employee participation. Many embraced it enthusiastically, while others misunderstood its underlying philosophy and abandoned it prematurely.

Success at Last

About a year after my return from Japan, I accepted a more senior appointment at another state-owned enterprise. Although considerably smaller than the Tyre Corporation, the organisation gave me much greater authority and freedom to introduce new ideas.

I immediately recognised an opportunity to put into practice everything I had learnt in Japan.

This time, however, I was determined not merely to copy the Japanese model. During my training I had attended an enlightening workshop on transferring foreign management concepts across cultures. The central message was both simple and profound: every management system contains culture-specific elements as well as universal principles. Success depends upon preserving the universal principles while carefully adapting the culture-specific aspects to local conditions.

That lesson proved invaluable.

Rather than transplanting the Japanese model wholesale, I redesigned it to suit Sri Lankan organisational culture.

Instead of focusing exclusively on improvements in quality and productivity, I placed equal emphasis on enriching the quality of employees’ working lives. My belief was that if people genuinely enjoyed participating, felt respected and found meaning in their work, improvements in quality and productivity would naturally follow.

I also modified the structure of the circles to better suit our own organisational environment and deliberately introduced an element of enjoyment into the meetings and presentations.

The results exceeded my expectations.

The Quality Circles became highly successful. Employees participated enthusiastically, managers began to recognise their value and improvements started appearing throughout the organisation.

For the first time, I became convinced that Quality Circles could indeed flourish in Sri Lanka—provided they were thoughtfully adapted rather than blindly copied.

That conviction would shape the next chapter of my professional life.

By Sunil G. Wijesinha



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From the missing to the missing truth and beyond

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A file photo of Foreign Minister Vijitha Heath addressing the UNHRC.

by Jehan Perera

The government is preparing to meet the challenge of the UN Human Rights Council next month. A Sri Lankan delegation led by Foreign Minister Vijitha Herath is expected to attend the 63rd session of the UNHRC in Geneva, where the UN High Commissioner for Human Rights will present a written update on Sri Lanka. The government has already submitted its response to the advance version of the report prepared by the Office of the High Commissioner for Human Rights. The Foreign Minister, accompanied by officials from Colombo and Sri Lanka’s Permanent Mission in Geneva, is expected to explain the progress made on reconciliation, accountability and human rights. This is therefore an important moment for the government. It is an opportunity not merely to defend its record but to make new commitments.

The government has been criticised, as were its predecessors, for the manner in which it has dealt with past human rights violations, especially those connected with the thirty year war. The vexed issue of thousands of missing persons remains at the centre of this criticism. The government has sought to strengthen the Office on Missing Persons by providing it with additional staff and resources. It has also given support to the excavations at the Chemmani mass grave. Justice and National Integration Minister Harshana Nanayakkara has told Parliament that the government has allocated Rs. 57 million for the excavations and related legal work, though that figure has not been set against the cost of comparable forensic operations elsewhere.

The government also took the significant step of holding a national event in Jaffna to mark the International Day of the Victims of Enforced Disappearances. Minister Harshana Nanayakkara attended the event together with the Chairman of the Office on Missing Persons (OMP), Mahesh Katulanda, and other senior officials and political representatives. Their presence was meant to demonstrate the government’s commitment to addressing the issue. But on the victims’ side there is continuing dissatisfaction. The commemoration in Jaffna was met by a protest outside the District Secretariat, organised by families of the disappeared, who demanded to know what happened to relatives who, according to their accounts, surrendered to or were taken away by the military and were never heard from again.

Jaffna Protests

The protests in Jaffna are a reminder of the gap that remains between what the government is trying to do and what the victims expect. For these families, compensation and death certificates are not substitutes for knowing what actually happened to those they lost. The protests, and the police action taken against some of those who demonstrated, were reported by the international and Tamil media and by international human rights organisations, and overshadowed much of what the government had hoped to showcase at the Jaffna event. The OMP’s mandate is to establish the fate and whereabouts of missing persons, clarify the circumstances in which they went missing, and provide redress and assistance to their families. Accordingly, it has sought to verify complaints, remove duplicate entries, encourage people who have not yet made complaints to come forward, and facilitate compensation and other forms of assistance. The families of victims expect the OMP to do more to clarify the circumstances in which their loved ones went missing. An example would be the disappearance of 158 displaced Tamil persons from the Eastern University campus in Vantharumoolai, Batticaloa District, who were rounded up and forcibly removed in front of thousands of other similarly displaced persons, including the officer in charge Prof T Jayasingam.

The government has also increased the support available to families of the missing, and says it is accelerating the OMP’s investigations. But the scale of what remains undone is stark. There are around 11,000 complaints remaining to be investigated, according to the Justice Minister, while the OMP has reported that final information has been established in only 31 cases, communicated privately to the families concerned. On the government’s own figures, that puts the clearance rate for establishing fate and whereabouts at well under one percent of the outstanding caseload. There is a limit to what the OMP can do even with more resources and time. Its mandate is primarily to establish the fate and whereabouts of individual missing persons. It was not intended to produce the comprehensive, public account of the past that victims and the country as a whole require.

In 2015, the government headed by President Maithripala Sirisena and Prime Minister Ranil Wickremesinghe committed itself to establishing such a commission as part of a comprehensive approach to dealing with Sri Lanka’s past. Human Rights Council Resolution 30/1, which the government co-sponsored, specifically welcomed the proposed establishment of a “commission for truth, justice, reconciliation and non-recurrence”, together with an Office on Missing Persons and an Office for Reparations. However, the commitment to a truth-seeking mechanism was never fulfilled. The government should consider setting one up now. There is a growing feeling among Tamil people in the North and East that the government is failing to deliver on promises that are important to them. On issues important to them, they feel this is once again a Sinhala-dominated government like all the ones that came before.

Establish Truth

For the past two years the government has been concentrating on problems that it deems are important to the country as a whole such as the economy, development, poverty alleviation and corruption and criminality. However, the government needs to demonstrate that national unity means addressing the concerns of all communities, including those whose wounds from the war remain unhealed. Some of its own institutions have begun to act on this. The Office for National Unity and Reconciliation recently staged a drama entitled From Yakaweva to Nandikadal, depicting relationships between people that transcend the destruction caused by war. The drama portrayed the sufferings as well as the prejudices on both sides of the divide, from the Kebithigollewa bus bombing to the final days of the war around the Nandikadal lagoon. Its central message is that without forgiveness there cannot be reconciliation.

Particularly moving was the fact that the actors themselves came from families touched by the violence on both sides. The son of an LTTE Black Tiger leader and the daughter of an Army officer were among those who performed, alongside others who had experienced and survived some of the sites of carnage. The fact that a state institution is taking this message of reconciliation forward is itself a testament to the government’s openness to dealing with the past. A government institution can reach a population far larger than any civil society campaign could reach on its own, simply because the machinery of the state is so much more extensive. It is in this context that the government needs to give serious thought to setting up a Truth and Reconciliation Commission as the next step in the truth-seeking process. Special care will need to be taken to ensure that those who are appointed are not only politically non-partisan, but are acceptable to all the communities.

A Truth and Reconciliation Commission cannot by itself resolve all the wounds of the past. Nor can it replace criminal investigations or judicial proceedings where these are necessary. But it can provide something that existing institutions cannot provide on their own. This would be a comprehensive national process through which victims can be heard and the truth can be established. The general population needs to understand what happened, so that the country can begin to acknowledge its past without passing it on indefinitely to future generations. The government has already taken several steps. It is supporting the search for the truth at Chemmani. It has begun reaching out to families of the disappeared. Its own institutions are producing messages of reconciliation. But these are still not delivering the results that the victims and their families want. The next step should be to bring these efforts together to begin the journey from the missing to the missing truth, and from there to comprehensive justice.

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The long road to educating Sri Lanka’s Bhikkhunis

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Bhikkunis: Image courtesy Buddhist Society of South Asia

A robe without recognition:

 

by Anushka Kahandagamage

Education is the right of every child. Yet somewhere between childhood and the robe, that right becomes precarious for many Buddhist women in Sri Lanka, threatening not only their social standing, but their fundamental access to learning and the institutional discrimination they face. This piece is not about Buddhist disciplinary rules, which discriminates women, rather about how the state’s refusal to fully recognise bhikkhunis as bhikkhunis quietly determines what they are, and are not, permitted to learn.

Unlike dasasil mathas, who occupy a distinct and unofficial category within Buddhist renunciation, bhikkhunis belong to a formally ordained order recognised within Buddhist monastic tradition itself. Dasa sil mata means ‘ten-precept mother.’ They are women who observe the ten precepts (rather than the fuller Vinaya) and live a renunciant, celibate life, often in robes, but formal ordination has not translated into formal recognition by the state. Even after a Supreme Court ruling affirmed their right to be identified as bhikkhunis on their National Identity Cards, many still do not hold one. This stems from the hesitation of the male-dominated Buddhist hierarchy to recognise these women as part of the Theravada tradition, specifically refusing to validate their higher ordination. The identity card lists her title as Dasa Sil Mata. The ruling exists on paper, but they are still waiting for their identity cards. This is not a small bureaucratic oversight. It is the first link in a longer chain, one that reaches, eventually, into the classroom.

A Name Withheld

In Sri Lanka, there are 827 pirivenas, traditional monastic colleges that have, for centuries, served as the primary institutions of Buddhist education. Of these, only 12 are dedicated to female renunciants at all, and of those 12, just five serve fully ordained nuns specifically. The imbalance is stark on its face: 827 institutions for monks, five for fully ordained nuns. But the discrimination here is not only a matter of numbers, but it is also written into the very language used to name these institutions. Monks’ schools are called pirivena, a term carrying centuries of institutional weight, historical continuity, and state recognition under Sri Lanka’s education laws. Bhikkhunis’ schools, by contrast, are not called pirivenas at all. They are designated Buddha Sravika Meheni Adhyapana Ayathanaya (Institute for the Education of Buddha’s Female Disciples), a separate, parallel term that, however similar in function, withholds from bhikkhuni institutions the same legal and institutional status that the word ‘pirivena’ confers. Since there are ten-precept mothers, the institutes have not given the same name as the pirivena and lack the official as well as social recognition they deserve.

A Pattern a Century in the Making

Following the decline of the Buddhist nun (bhikkhuni) order after the Polonnaruwa period, the first woman to be robed again was ordained in 1905 as a dasasil matha. Although dasasil mathas have long served important religious and societal roles, they have historically lacked access to formal education. Unfortunately, today also, this pattern continuous to exist. Education, in this context, is never just about literacy or dhamma study. It is the currency of religious authority. A bhikkhuni denied equivalent education or educated in an institution the state refuses to name a pirivena, is denied that religious authority. She may know the Tipitaka as well as any monk yet will lack the institutional stamp that would make a lay community trust her reading of it. It was not indifference from the public; it was the accumulated effect of a system that has spent centuries teaching devotees, implicitly, that a woman’s robe does not carry the same weight as a man.

The female renunciants, both dasasil mathas and bhikkunis, although they wear robes, have not been regarded as individuals capable of comprehending or preaching dhamma, simply because they are women. This is most visible in education, the pirivena system, developed historically to train bhikkhus, offered dasasil mathas and bhikkunis no equivalent institutional pathway, no comparable curriculum, certification, or state recognition. This exclusion is notable because it runs counter to Sri Lanka’s broader educational trends, where women have historically outnumbered men in general university enrolment, the gap here is specific to monastic/religious education rather than a reflection of wider societal restrictions on women’s schooling. The country’s National Education Commission Policy has a section on Pirivena education. However, it does not address the education of Buddhist nuns, nor does it mention nuns within the policy. I recently learned that the policy was being reviewed, with a committee appointed by the Ministry of Education, scheduled to begin the review on the 1st of September. This presents an important opportunity to raise the issue of nuns’ education and advocate for its inclusion in the revised policy.

The monks and nuns’ education institutes are funded by the government, which allocates only 5,000–6,000 LKR per student for the entire year. This sum is grossly inadequate to cover even basic institutional needs, accommodation, food, learning materials, and the maintenance of the physical premises, let alone to support any meaningful expansion of the curriculum. With this level of funding, these education institutes are struggling to sustain themselves, and many are forced to rely almost entirely on external support simply to remain operational. This is where the disparity becomes most visible. As female renunciants have historically not been taken seriously, regarded neither as authoritative teachers of dhamma nor as figures worthy of the same reverence extended to their male counterparts, their education centres receive far fewer lay offerings than those for male renunciants. The result is a widening resource gap that mirrors and reinforces the very discrimination that caused it. Underfunded institutions produce fewer well-trained female scholars, which in turn reinforces the perception that female renunciants are less capable, a perception that then justifies continued underinvestment. Without deliberate intervention, either through equitable government allocation or targeted lay support, this cycle is likely to persist rather than resolve on its own.

Sitting Alone at the Bo Tree

I was at Jaya Sri Maha Bodhi in Anuradhapura, where a few monks sat preaching in the shade of the Bo Tree, each surrounded by small clusters of lay devotees. Nearby, I noticed a few female Buddhist renunciants, though I could not immediately tell whether they were bhikkhunîs or dasasil mathas, since visually, in their robes and demeanour, they appeared indistinguishable to an outside observer. Most of them sat alone, without the small crowds of devotees gathered around the monks nearby. This, too, is not incidental. Because women cannot enter the sâsana through the same pathway to ordination, available to men, many Buddhist female renunciants remain dasasil mathas, a status that carries the appearance of monastic life without its legitamised spiritual standing. They observe the 10 precepts, wear robes, and live in renunciation, yet occupy a lower, unofficial rung in the religious hierarchy, one that grants them neither the ordination lineage nor the institutional recognition given to monks. However, in June last year, the Supreme Court of Sri Lanka delivered a landmark majority ruling in SC/FR/218/2013, affirming that fully ordained Buddhist nuns have the fundamental right to use the title ‘Bhikkhuni’ on their National Identity Cards, legally recognising the de facto existence of the Bhikkhuni Sanga.

A Closed Loop

Social discrimination and educational discrimination feed each other in a closed loop. Because bhikkhunis have fewer, less recognised institutions, fewer are formally trained to a standard the public recognises. Because fewer are recognised as authoritative teachers, fewer devotees seek them out or support them. Because they attract fewer devotees, the education institutions of female renunciants remain under-resourced and easy to overlook in state budgets and in popular imagination alike. A dasasil matha or bhikkhuni without an active following also lacks the economic support that following brings, since in Sri Lanka’s monastic economy, devotees are patrons as much as students. The precarity is not only spiritual or bureaucratic; it is material, and it compounds across a lifetime spent in robes.

Until bhikkhunis’ education is named, funded, and recognised on the same terms as that of bhikkhus, this will remain a story not only about missing ID cards or under-resourced schools, but about an education system that continues to decide, quietly and continuously, which students are worth investing in. Education was supposed to be the one place where the women can speak for themselves, instead, for these women, it has become just another place where women have to ask permission to be heard.

(Anushka is a Sociologist who is working on contemporary Buddhist movements. She was formerly attached to the University of Colombo)

Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.

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‘Memories of Milton – Live in Concert’ to enchant Dubai

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Seven Notes: Doing it in Dubai

Sri Lankan music knows no borders. Wherever our people go, our melodies follow — and our musicians make sure of it.

From Qatar’s Exit, to Melbourne’s EBONY, to Toronto’s Ceymphony, and Dubai’s Seven Notes, Sri Lankan bands abroad continue to keep the community connected to home, through song.

In July, Rajiv Sebastian set the Dubai stage alight with the band Seven Notes, creating an unforgettable night for Sri Lankans in the UAE. And the live-wire behind that magic? Niluk Uswaththa of Seven Notes.

Well, Niluk says he isn’t stopping there.

Now, Dubai is preparing for something truly special — ‘Memories of Milton – Live in Concert’, a grand musical tribute to one of Sri Lanka’s most beloved voices: Milton Mallawarachchi.

For more than a decade, Milton Mallawarachchi was a trending force in Sri Lankan music. With nearly 850 songs and over 35 albums to his name, he gave us melodies that became the soundtrack to our lives — songs of love, longing, and life itself.

On Saturday, 26th September 2026, from 8:00 PM to 3:00 AM, the Mercure Hotel, Al Barsha Heights, Dubai, will transform into a space of nostalgia.

Ranil Mallawarachchi; Carrying forward his father’s legacy / Yenuli Neriah

With the spotlight on Ranil Mallawarachchi — Milton’s eldest son, carrying forward his father’s legacy — along with Yenuli Neriah and Tharaka, the evening will certainly bring Milton’s timeless classics back to life … on one stage.

Seven Notes will do the needful, providing the live music that made Dubai dance before.

According to Niluk, this isn’t just a concert.

“It’s designed as a nostalgic musical journey — to bring cherished memories and beloved songs back to life,” he says.

And he promises: 26th September will be a night to remember.

In fact, Niluk Uswaththa has become a driving force for Sri Lankan entertainment in Dubai.

Through Seven Notes, he ensures the community always has something special to look forward to — especially when it comes to music that feels like home.

The success of these overseas shows naturally raises one big question back in Sri Lanka.

Yes, music lovers, in Sri Lanka, are keen to know whether the Seven Notes band will pop up in Colombo, sometime soon, for a live performance?

Music lovers, island-wide, will be watching … and waiting!

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