The reasons why are complicated. What follows is a very truncated version of how Japan developed into a world-class manufacturer, one that the U.S. manufacturers eventually had to learn from and try to catch up to.
After WWII Japan was in ruins and had to rebuild from scratch. Japan’s culture is very community centered. They believed that everything was for their communities and country, nothing was focused on their individual needs.
That turned out to be a perfect breeding ground for an industrial philosophy that centered on the process of developing products rather than the parts or the individuals. As it happens, there was a statistician from the United States who was promoting a theory that abnormal variation in the production processes was much better than manufacturing to the “tolerances” that we in the U.S. considered sacrosanct. His theories were not well received by U.S. manufacturers, but he was welcomed in Japan. His theories, called “statistical process control”, are essentially basic applied statistics, applied to variations in manufacturing processes.
His theories were followed with and supplemented by theories developed by the Japanese that focused on things like design approaches that reduce variables. One is to design using fewer parts. If a machine can be designed using 250 parts instead of 2,000, that greatly reduces the opportunity for imperfections, as well as reducing procurement costs, inventory costs, throughput. It has other benefits, but you get the idea. The approach is to do things like design substructures, coverings, etc. such that they assemble without the need of countless screws, washers, and nuts. Much of that is accomplished by designing parts to perform more than one function. Fore example, a housing can include in its casting/molding mounting posts, mounting surfaces, etc. rather than having each be a separate part that has to be assembled. My memory for names is terrible, but I seem to remember that the philosophy was developed by Taguchi.
I’m offering a very simplified sketch of why Japan beat out pants off on quality. Basically, the confluence of culture, need, and opportunity became a breeding ground for better design and manufacturing philosophies. The U.S. eventually began to try to emulate the Japanese systems, but IMHO their success was limited, marginal, and spotty. Senior managers here attempted to make the lower levels employ the philosophies by having engineers teach them the actions rather than the philosophies. I’m not sure the U.S. culture can accept societal focus rather than hardware focus.
I hope this helps. The subject is a complicated one.