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Sousa Silva, Reissa, David Barbosa de Alencar, Alexandra Priscilla Tregue Costa, and Antônio Estanislau Sanches. "Kaizen Philosophy Application as Production Standardization and Process Optimization." International Journal for Innovation Education and Research 7, no. 11 (November 30, 2019): 808–16. http://dx.doi.org/10.31686/ijier.vol7.iss11.1936.
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Market competitiveness has increased and companies are increasingly looking for methodologies that enable them to have higher productivity and organization at work, at low cost. More flexible and innovative processes and products are key to the survival and success of many companies. The importance of a study of Kaizen philosophy is due to the fact that it is based on continuous efforts to improve the system. Therefore, the present study aims to clarify the process of continuous improvement through the implementation of the Kaizen tool so that it can guide the productive improvement of companies in the Manaus (AM) industrial hub. This scientific article was elaborated, based on the bibliographic research resulting from an analysis, which considered the two-axis cross perspective - Kaizen philosophy and continuous improvement. This article demonstrates the Kaizen continuous improvement tool as it emerged and the benefits generated in environments that encourage learning and cooperation among individuals, working on human resource development so that improvement initiatives are truly continuous.
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Galli, Brian J. "Continuous Improvement, Six Sigma and Risk Management." International Journal of Strategic Engineering 3, no. 2 (July 2020): 1–23. http://dx.doi.org/10.4018/ijose.2020070101.
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The competitive business environment today is something that has never been seen before, as technology continues to challenge the way in which business has been done. As profit margins continue to shrink, it is imperative that companies have robust methods of process management to ensure peak efficiency. Continuous improvement, known as Kaizen in Japanese, is a natural step forward that is informed by the decisions made using risk management. The purpose of this article is to study the relationship between continuous improvement and risk management. In order to accomplish this task, proper definitions will be established, and proof will be provided of their relationship in real-world examples. This article represents the ideas of Lean Six Sigma and Kaizen as methods to improve the processes in many different settings, as they become excellent tools for the continuous improvement phase. Six Sigma is a set of techniques that can detect and improve defects to reduce the variability in processes that may lead to undesirable inconsistencies. Moreover, the article looks at the barriers that stop companies from adopting these methodologies. Finally, the article discusses a method for the implementation of Kaizen and Lean Six Sigma in the form of A3.
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de Mera Sánchez, Prado Díaz, Cristina González Gaya, and José M. Arenas Reina. "The Holistic Approach of the Industrial Strategies of Continuous Improvement." Key Engineering Materials 502 (February 2012): 133–38. http://dx.doi.org/10.4028/www.scientific.net/kem.502.133.
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Research in the late 80´s on technological companies that develop products of high value innovation, with sufficient speed and flexibility to adapt quickly to changing market conditions, gave rise to the new set of methodologies known as Agile Management Approach. In the current changing economic scenario, we considered very interesting to study the similarities of these Agile Methodologies with other practices whose effectiveness has been amply demonstrated in both the West and Japan. Strategies such as kaizen, Lean, World Class Manufacturing, Concurrent Engineering, etc, would be analyzed to check the values they have in common with the Agile Approach.
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Fonseca, Luis Miguel, and José Pedro Domingues. "The best of both worlds? Use of Kaizen and other continuous improvement methodologies within Portuguese ISO 9001 certified organizations." TQM Journal 30, no. 4 (June 11, 2018): 321–34. http://dx.doi.org/10.1108/tqm-12-2017-0173.
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Purpose ISO 9001:2015 edition, by adopting modern management and quality approaches, can foster the application of continuous improvement (CI) methodologies. The purpose of this paper is to assess the level of utilization of Kaizen and other CI methodologies within Portuguese ISO 9001 certified organizations, namely, amid organizations that have already implemented ISO 9001:2015. Design/methodology/approach After the literature review, a quantitative research, supported on an online survey, was adopted. The survey yielded 309 valid responses (response rate 18 percent) encompassing 71 organizations already certified against ISO 9001:2015 and the remaining 238 against ISO 9001:2008. The results of the statistical analysis performed were reviewed with a focus group of five quality and organizational excellence managers. Findings The results show a mildly use of Kaizen, Lean and Six Sigma (SS) by Portuguese ISO 9001 certified organizations, which is increase when compared to previous studies. The sample of organizations that are already certified by ISO 9001:2015 have mean and median levels of customer improvement methodologies adoption (Lean, Kaizen, SS) higher than those that are still certified against ISO 9001:2008. However, the Kruskal-Wallis test showed that these differences are not statistically significant. Concerning the adoption of these methodologies by activity sector, the sample median values seem to suggest that Lean and SS are more commonly adopted in the industry than in the services, but according to the Kruskal-Wallis test these differences are not statistically significant. Checklists, plan-do-check-act cycle and process diagrams, followed by DMAIC, are the quality tools that are most frequently adopted. A high workload due to the transition process for ISO 9001:2015 and the lack of qualified people were suggested as possible explanations for these results by the Expert Focus Group. Research limitations/implications The study is restricted to ISO 9001 certified organizations in Portugal and due to the short time since ISO 9001:2015 implementation it should be considered as having an explanatory nature and subject to future confirmation. Originality/value This study on the application of CI methodologies between ISO 9001:2015 and ISO 9001:2008 certified organizations contributes to the Kaizen and CI body of knowledge and provides inputs to the organizations and professionals that aim to successfully apply it.
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Sesar, Vesna, and Anica Hunjet. "THE PRACTICE OF CONTINUOUS IMPROVEMENT BEHAVIOURS IN MANUFACTURING COMPANIES WITH ISO 9001." DIEM: Dubrovnik International Economic Meeting 6, no. 1 (September 2021): 147–55. http://dx.doi.org/10.17818/diem/2021/1.15.
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Continuous improvement gained much attention in the literature as one of the principles in total quality management and practice under methodologies such as Lean or Six Sigma. Continuous improvement in organizations represents a comprehensive process that includes involvement of all people on all organizational levels to make improvements throughout the whole organization. Therefore, building and sustaining the organizational CI capability through practicing the CI behaviours leads to achieving better efficiency, effectiveness and business results of the organization. Also applying CI behaviours leads to change in organizational culture which is, in the long run, oriented toward making every day continuous improvements. The purpose of this paper is to present which CI behaviours can be developed in organization and measured according to the Bessant's evolutionary model of continuous improvement behaviour. Also, the goal of the research is to present based on the conducted research, the state of CI practice regarding adopted CI behaviours which will be presented as the development level of CI behaviours that researched manufacturing companies in Croatia with ISO 9001 certificate, have. Keywords: continuous improvement behaviours, kaizen, model
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Alosani, Mohammed Saleh. "Case example of the use of Six Sigma and Kaizen projects in policing services." Teaching Public Administration 38, no. 3 (May 3, 2020): 333–45. http://dx.doi.org/10.1177/0144739420921932.
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This paper aims to elaborate on the use of Six Sigma and Kaizen in policing services. Two case examples are discussed, followed by a review of the key implications obtained from the projects. In optimising the quality of policing services to the community, the police agencies in the UAE are faced with numerous challenges. This paper aims to provide further evidence of the use and applicability of Six Sigma and Kaizen in the policing field and to propose the direction for future studies. Based on the study results, it is proposed that the methodologies from Six Sigma and Kaizen are adopted in policing services to achieve an improvement in all aspects of their environment, including the process of service delivery, service effectiveness and efficiency, and the reduction of operational costs. This study is considered one of the few that have reported the use and benefits of these methods in policing services. Specifically, the findings have provided implications to the general arguments on the effectiveness of Six Sigma and Kaizen and their applicability in police agencies under the public sector, leading to further contributions which fill the research gap. Moreover, this study offers significant value for practitioners and managers in the organisations under the public sector to exert continuous improvement in the provision of services or products and organisational performance.
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Jaca, Carmen, Marta Ormazabal, Elisabeth Viles, and Javier Santos. "Environmental comfort based (ECB) methodology as a tool for preparing Kaizen application in a catering service company." TQM Journal 30, no. 4 (June 11, 2018): 281–95. http://dx.doi.org/10.1108/tqm-10-2017-0117.
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Purpose The purpose of this paper is to develop a methodology that is based on the concept of environmental comfort and can serve as a tool that can help companies and employees to implement Kaizen projects. This methodology focuses on the worker’s participation in analyzing and developing improvements related to their workplace. Design/methodology/approach This research is focused on the development of a methodology that encourages worker participation in improvement activities, through the analysis of their working conditions. For this purpose, the proposed methodology was developed in accordance with the dimensions of workplace comfort proposed by Vischer. The employees start working on the analysis of problems and their solutions through the logical framework approach, as it is a tool that encourages worker participation and consensus. The developed methodology was applied in a company, with three different groups of people, which enabled the authors to test its utility. Findings The findings reveal that the proposed methodology is effective in initiating workers in the path of Kaizen. The employees who applied this methodology were able to propose improvement actions that addressed the problems and opportunities that they had previously detected. Moreover, the questionnaire that was used to validate the methodology and was administered to employees shows that the methodology is useful in preparing them for adopting continuous improvement (CI) programs. Research limitations/implications The methodology presented in this paper has been applied and evaluated by a small number of employees. These limitations suggest future research recommendations. Practical implications This participatory methodology could be used by different types of companies to initiate employees on the path of CI, even if they are not familiar with improvement programs or methodologies. In addition, its use could improve the capabilities of employees in areas such as participatory analysis, problem identification and proposal of objectives. These capabilities are necessary in any Kaizen project. As a result of the application of this methodology, the companies could obtain a list of areas of improvement related to their work and propose actions to work on. Originality/value The paper presents the use of environmental comfort in the workplace as the first step in accomplishing a Kaizen project, with a focus on the employee involvement and consensus.
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Fernández Carrera, Jon, Alfredo Amor del Olmo, María Romero Cuadrado, María del Mar Espinosa Escudero, and Luis Romero Cuadrado. "From Lean 5S to 7S Methodology Implementing Corporate Social Responsibility Concept." Sustainability 13, no. 19 (September 29, 2021): 10810. http://dx.doi.org/10.3390/su131910810.
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Introducing methodologies that promote innovation and continuous improvement in organizations is no longer optional; therefore, organizations are increasingly using methodologies based on Lean principles. Among them, the 6S tool stands out from the rest, commonly used to establish and maintain a high-quality environment, which it has capacity for due to its status as a kaizen process. Thus, this research seeks to evaluate the relationship between Corporate Social Responsibility and the Lean 6S tool and, in the end, create synergies between them in order to enhance the 6S tool’s capabilities. To achieve this, a literature review and analysis of Lean 6S and CSR were performed, and a survey was also proposed to further the understanding of the relationship. With the analyzed sample, it can be confirmed that a relationship exists between the level of implementation of Lean tools and the level of development of CSR policies; therefore, companies that have implemented Lean tools such as 6S are organizations concerned with sustainability, and the hypothesis that organizations that apply Lean also have a high implementation of CSR is validated. Future work should further develop this relationship so that sustainability is no longer considered as implicit in the application of Lean tools but rather as part of them. This research proposes to develop the 6S tool toward the 7S tool to facilitate the inclusion of a CSR policy in a procedural and simple way.
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Hamoumi, Mohammed, Abdellah Haddout, and Mariam Benhadou. "The 5 Dimensions of Problem Solving using Dinna: Case Study in the Electronics Industry." International Journal of Data Mining & Knowledge Management Process 11, no. 05 (September 30, 2021): 19–29. http://dx.doi.org/10.5121/ijdkp2021.11502.
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Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This result in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.
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Hamoumi, Mohammed, Abdellah Haddout, and Mariam Benhadou. "The 5 Dimensions of Problem Solving using Dinna: Case Study in the Electronics Industry." International Journal of Data Mining & Knowledge Management Process 11, no. 5 (September 30, 2021): 19–29. http://dx.doi.org/10.5121/ijdkp.2021.11502.
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Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This result in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.
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Criddle, Anita. "Achieving Continuous Improvement through Kaizen." Asia Pacific Business Review 2, no. 1 (September 1995): 93–94. http://dx.doi.org/10.1080/13602389500000033.
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Chung, Chen Hua. "The Kaizen Wheel – an integrated philosophical foundation for total continuous improvement." TQM Journal 30, no. 4 (June 11, 2018): 409–24. http://dx.doi.org/10.1108/tqm-03-2018-0029.
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Purpose The purpose of this paper is to present an integrated philosophical foundation for Kaizen. Design/methodology/approach The study is based on triangulation (and integration) of six philosophies: the Traditional Values, the Process-Oriented Philosophy, Edification, Completeness, Improving Perfection and True-Mindfulness. In addition, the Power of One integrates these philosophies into one solid foundation for Kaizen. Findings A framework, called The Kaizen Wheel, is created to represent the integrated philosophical foundation for Kaizen. It shows the big picture and the close knit of the six philosophies for facilitating Kaizen. It also suggests that Kaizen can serve as a new philosophical paradigm for the unification of action and knowledge. Research limitations/implications Although empirical contents are implicitly embedded in each of the six philosophies, the paper’s main contribution is to provide a conceptual framework for the integration of Kaizen philosophies. Since this is a conceptual paper, further research and more empirical studies will help facilitate the understanding and practices of Kaizen. Practical implications The Kaizen Wheel provides a big picture of the Kaizen philosophies. It is a useful mechanism for practitioners to review their own values so as to provide guidelines for not only their thoughts and behaviors regarding Kaizen activities, but also the design and implementation of Kaizen programs. Originality/value This is an original paper. It provides a valuable conceptual framework for providing an integrated foundation for Kaizen research and practice.
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Carnerud, Daniel, Carmen Jaca, and Ingela Bäckström. "Kaizen and continuous improvement – trends and patterns over 30 years." TQM Journal 30, no. 4 (June 11, 2018): 371–90. http://dx.doi.org/10.1108/tqm-03-2018-0037.
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PurposeThe purpose of this paper is to depict how Kaizen and continuous improvement (CI) are represented in scientific journals focusing on quality management (QM) from the 1980s until 2017. Additionally, the study aims to examine how Kaizen is studied and described and how the relationship between Kaizen and CI is portrayed.Design/methodology/approachThe study applies a mixed methods approach to search for tendencies and outlines concerning Kaizen and CI in four scientific journals focusing on QM and two focusing on OM. The data set contains entries from 1980 until 2017, which makes it possible to depict how Kaizen has evolved over more than 30 years.FindingsThe findings show that Kaizen and CI attained special interest in the mid-1990s, after which interest appears to have decreased. However, the findings imply that a regenerated interest for the areas spiked post 2010. In addition, the results indicate that Kaizen is on the one hand accepted by one part of the management community but on the other hand completely ignored by the rest. Finally, the data illuminate a need to strengthen and clarify Kaizen’s theoretical basis and its relationship to CI.Practical implicationsIf an aspiration exists to increase the success rate of Kaizen implementation, the results from the study highlight the need to address and clarify epistemological, terminological and theoretical issues.Originality/valuePrior data mining studies pinpointing how Kaizen and CI have evolved over the last 30 years appear not to exist.
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Awen, Dennis. "Kaizen or Continuous Improvement: A Conceptual Paper." Change Management: An International Journal 12, no. 2 (2013): 11–18. http://dx.doi.org/10.18848/2327-798x/cgp/v12i02/50732.
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Lewis, Colin, and Ken C. E. Lewis. "Kaizen: The Right Approach to Continuous Improvement." Journal of the Operational Research Society 46, no. 11 (November 1995): 1399. http://dx.doi.org/10.2307/2584580.
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Lewis, Colin. "Kaizen: The Right Approach to Continuous Improvement." Journal of the Operational Research Society 46, no. 11 (November 1995): 1399–400. http://dx.doi.org/10.1057/jors.1995.194.
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Alvarado-Ramírez, Karla María, Víctor Hipólito Pumisacho-Álvaro, José Ángel Miguel-Davila, and Manuel F. Suárez Barraza. "Kaizen, a continuous improvement practice in organizations." TQM Journal 30, no. 4 (June 11, 2018): 255–68. http://dx.doi.org/10.1108/tqm-07-2017-0085.
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PurposeThe purpose of this paper is to compare the practices of continuous improvement that are applied in medium and large manufacturing and service companies in two Latin American countries. At the same time, benefits and barriers experienced by these companies with regard to sustainability of continuous improvement are explored.Design/methodology/approachIn order to generate a comparative study between two Latin American countries, interviews were conducted with managers linked to continuous improvement in medium and large companies in the State of Puebla and the Metropolitan District of Quito, which are important areas in Mexico and Ecuador, respectively. Data were collected by means of document analysis, semi-structured interviews, and direct observation.FindingsCompanies in both countries identify the use of various techniques and/or tools for continuous improvement. The results of the empirical evidence show how the impact of the application of the techniques has been beneficial in economic and human terms. Thus, the exploratory study has permitted the identification of the drivers and inhibitors in the maintenance of continuous improvement.Research limitations/implicationsThe research is based on only two areas of the Latin American countries: Mexico and Ecuador. Their results can therefore not be generalized. The approach is applied in a specific environment, namely, the State of Puebla and the Metropolitan District of Quito. This study incorporates the perception of managers, directors, and/or supervisors involved in continuous improvement processes.Practical implicationsThis paper seeks to provide analytical input. The study is of great interest to researchers, managers, consultants, and professionals linked to projects of continuous improvement who wish to incorporate continuous improvement practices which are sustainable over time. A new managerial behavior is the basis of continuous improvement, where the training and development of the human resource increases the commitment to achieve organizational changes.Originality/valueThis research makes an empirical contribution to the literature through the understanding of practices of continuous improvement in a Latin American context, highlighting the factors that improve or impede the process of continuous improvement. Particularly in Mexico and Ecuador, the empirical evidence on this subject is still scarce despite the existence of theoretical academic literature.
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Kregel, Ingo. "Kaizen in university teaching: continuous course improvement." International Journal of Lean Six Sigma 10, no. 4 (November 1, 2019): 975–91. http://dx.doi.org/10.1108/ijlss-08-2018-0090.
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PurposeThe current evaluation standards in German higher education institutions (HEIs) do not often lead to measurable quality improvement. The purpose of this paper is to critically evaluate whether Kaizen can improve the quality of teaching. The presented concept illustrates the evaluation of each course unit to continuously encourage quality feedback from the learners and intensify the exchange with lecturers.Design/methodology/approachAction research is used to combine the continuous improvement philosophy of Kaizen with student course evaluations. A pilot study of the concept provides data from four course cycles to analyze learnings and setbacks.FindingsLearners in the pilot courses welcomed the intense participation and allowed improvements to elements such as course concept, course material, presentation style and content or detail selection. The participation rate declined during each term and was highly influenced by triggers like exam and grade relevance. Kaizen could successfully improve course quality, especially in the first two years of newly developed courses.Research limitations/implicationsThe presented results have been collected from one course over four years in one institution. The next stage of research would be the application of the approach in other institutions to validate results and make potential adjustments to the concept, for example, toward continuous learning.Originality/valueAlthough course evaluation has become standard in German HEIs, most institutions only implement it once per term or year. This paper discusses a new approach to expedite the evaluation of teaching quality at the point of action (Gemba) to facilitate the short-term reactions of lecturers.
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Bratu, Julien, and Andrei Răduţu. "Kaizen Award in Romania: the KAIZEN™ way in obtaining the continuous improvement success." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 1058–67. http://dx.doi.org/10.1515/picbe-2017-0109.
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Abstract In the times when the economic performance and sustainable management are representing two of the most challenging characteristics of the business environment, there are some methods and techniques that passed the test of time. The great majority of companies are using in the present the KAIZEN™ Business System, a system of management which has been expanding in all over the world, by having and implying the power of continuous improvement and standardization. Having as “role-model” the well-known Toyota Production System, KAIZEN™ Business System has become the fundamental way of managing a business, which led to the creation of personalized management systems for companies. In Romania, it was also developed the Kaizen by Harmony concept, as an approach of KAIZEN™ Business System, its results being highly appreciated at the international level. In the daily challenging task of changing the paradigms and mentalities, several companies succeeded in understanding the importance of KAIZEN™ Business System and have been applying the Kaizen by Harmony concept ever since. Their results are impressive, few companies reaching to the international benchmark level in their fields of activity and becoming leaders of the Romanian or European markets. Therefore, the Kaizen Award in Romania has become the proper way of acknowledging their results and efforts to strive for excellence in the endless cycle of the continuous improvement. The aim of this paper is to describe the competitive advantage offered by KAIZEN™ Business System and Kaizen by Harmony, in strong correlation with the practical approach of the case-studies representing the amazing stories of the Kaizen Award in Romania winners until the present moment. The use of these best practices will underline once again some important business characteristics that must exist in every company, for it to become and remain competitive.
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Kumar, Ravinder. "Kaizen a Tool for Continuous Quality Improvement in Indian Manufacturing Organization." International Journal of Mathematical, Engineering and Management Sciences 4, no. 2 (April 1, 2019): 452–59. http://dx.doi.org/10.33889/ijmems.2019.4.2-037.
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Kaizen is a practice of continuous improvements in manufacturing, assembly, quality and engineering. In this paper author have discussed the problems faced by a leading automobile manufacturing organization on quality of interior parts of the automobile like plastics and rubber. During study author used a new technique called “Global Customer Audit” which is basically a vehicle audit from final customer point of view for interior parts of automobiles. During this audit, author has observed various defects and by using different quality control tools like pareto charts, histograms, check sheets and arranged defects according to their intensity or magnitude of occurrence i.e. finding useful one from trivial many. In this paper, the author found the root cause of defects by using different quality control tools. Kaizen is done to remove these defects and continuously improve products and production processes. Kaizen helps in making manufacturing process leaner, simple and fitter. The main purpose of this paper is to discuss the concept of Kaizen, its application in case organization for solving problems raising big quality concerns on a day to day bases.
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Berger, Anders. "Continuous improvement and kaizen: standardization and organizational designs." Integrated Manufacturing Systems 8, no. 2 (April 1997): 110–17. http://dx.doi.org/10.1108/09576069710165792.
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Woong Jin, Hyun, and Toni L. Doolen. "A comparison of Korean and US continuous improvement projects." International Journal of Productivity and Performance Management 63, no. 4 (April 8, 2014): 384–405. http://dx.doi.org/10.1108/ijppm-01-2013-0012.
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Purpose – Quality Circles and Kaizen Events have resulted in productivity and quality improvements for organizations. There is limited empirical research comparing these two approaches. This research study was designed to understand the similarities and differences in the structure and outcomes of these two popular continuous improvement approaches in Korea and the USA. The paper aims to discuss these issues. Design/methodology/approach – A logic model was used to structure a comparative analysis of Quality Circles and Kaizen Events undertaken in six different organizations in Korea and the USA. A logic model framework consisting of four areas (resources, activities, outputs and outcomes) was used to assess the key components of these six improvement projects. Data for three different comparative case study project pairs were collected. Projects were matched on both manufacturer-level and project-level characteristics. Matched projects were similar in size and type of product produced. Findings – Similarities between Quality Circles and Kaizen Events were identified in every component of the logic model. Both mechanisms were effective in driving improvements in performance and in motivating employees, even though significant differences in the project size, type, and industrial sector existed across the six different projects. Originality/value – There was no evidence to support the conclusion that one continuous improvement approach is more or less effective than the other. Both approaches produced improvements in both technical and social system outcomes. Overall, it appears based on this study, that both Quality Circles and Kaizen Events can be successfully deployed in an organization's continuous improvement journey.
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Thuy Quynh Loan, Nguyen, and Tran Van Quoc. "Kaizen in quality improvement at SPBV factory." Science & Technology Development Journal - Economics - Law and Management 3, SI (April 11, 2020): First. http://dx.doi.org/10.32508/stdjelm.v3isi.610.
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The ultimate objective of manufacturing industries is to increase productivity with high quality. At present, many manufacturing companies are facing problems such as high defect rate, high inventories, high lead time, high costs of production, and inability to cope with customer orders. Kaizen is one of the powerful tools of lean manufacturing. Kaizen refers to continuous improvement in performance, cost, and quality. The main objective of this paper is to provide a background on kaizen, steps for kaizen implementation, and then a case study of Kaizen implementation has been discussed. This case study is to present an application of Kaizen to reduce cap defects at SPVB factory. The 10-step Kaizen method of SBF Group has been applied for an improvement project. Based on the company’s strategy, the project has identified the main problem of Oolong Tea + cap defects and found out the factors of the machine that were the root causes of this problem. Two groups of solutions have been proposed and implemented to overcome these causes: Restoration solution and Kaizen solution. As a result of the improvement project, the Oolong Tea + cap defect rate has decreased from 0.14% to 0.03%. Then the project has recommended the activities that need to standardize and identified future challenges for improvement.
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Attar, Muhammad. "Implementation o f Lean Kaizen i n Saudi Arabian Higher Education Sector." International Journal of Innovative Technology and Exploring Engineering 10, no. 11 (September 30, 2021): 118–26. http://dx.doi.org/10.35940/ijitee.k9517.09101121.
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The Lean-Kaizen has been utilized in different sectors over the past years as a continuous improvement tool and wastes elimination to gain competitive advantage. Indeed, Lean- Kaizen implementation in the higher education sector has not been employed effectively in some countries. The paper aims to examine the current status of Lean-Kaizen implementation in the Saudi Arabian higher education sector. The survey was distributed to several universities in Saudi Arabia and the findings of the survey illustrated that the implementation of Lean-Kaizen is still in the early stages and not adopted widely in universities within Saudi Arabia. The paper provides valuable information about the current status of the Lean - Kaizen implementation in the Saudi Arabian higher education sector. A recommendation was proposed to guide universities and practitioners for future continuous improvement efforts.
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Fitriani, FITRIANI. "SIKLUS PDCA DAN FILOSOFI KAIZEN." Adaara: Jurnal Manajemen Pendidikan Islam 6, no. 1 (November 1, 2018): 625–40. http://dx.doi.org/10.35673/ajmpi.v7i1.309.
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Abstract: TQM's success in developing a company's quality is needed. One way to develop quality is to make continuous improvement. There are several approaches that an institution can take to make continuous improvements, including the plan-do-study / check-act (PDSA / PDCA) cycle and philosophy kaizen. Kata Kunci: PDCA Kaizen
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Criscione Naylor, Noel. "Kaizen (continuous improvement) and systems thinking: exploring how kaizen facilitators operationalise values and assumptions." International Journal of Management Practice 13, no. 5 (2020): 547. http://dx.doi.org/10.1504/ijmp.2020.10030189.
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Naylor, Noel Criscione. "Kaizen (continuous improvement) and systems thinking: exploring how kaizen facilitators operationalise values and assumptions." International Journal of Management Practice 13, no. 5 (2020): 547. http://dx.doi.org/10.1504/ijmp.2020.110004.
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Plescaci, Dorina. "Kaizen Costing – A Continuous Improvement Strategy of the Organisations." CECCAR Business Review 3, no. 2 (February 28, 2022): 30–41. http://dx.doi.org/10.37945/cbr.2022.02.04.
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Kumar, Sunil, Ashwani Dhingra, and Bhim Singh. "Lean-Kaizen implementation." Journal of Engineering, Design and Technology 16, no. 1 (February 5, 2018): 143–60. http://dx.doi.org/10.1108/jedt-08-2017-0083.
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Purpose The purpose of this paper is to present a road map to implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium-sized enterprise (SME) located at the non-capital region of India. Design/methodology/approach From the collected data, a current state map was prepared that indicated the current operating situation of selected SME. The takt time was calculated and those processes which attained higher cycle time (C/T) than takt time were identified. The continuous flow processing was achieved by adjusting C/T of each process and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed that served as a guide for future lean activities. Few problems were identified to realize the future state. The “5-why” analysis was used for identifying root causes of these problems and Kaizen events were proposed as solutions. In this case study, one Kaizen event was identified in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value-added activities performed by the operator on a milling machine. Findings Before and after implementation of value stream map, the data obtained were analyzed and eliminated rework time, reduced inventory level, reduced lead time and C/T, improved productivity and product quality are presented as finding. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product. Even good understanding of the concept of lean tools and techniques by SMEs, the employee willingness and motivation to identify and eliminate wastes are found feeble. Originality/value This study is among best practices to identify hidden improvement opportunities in the regular production of the product to increase productivity and improve quality using value stream map. The research paper gives useful understandings to the lean implementers, Kaizen identifiers, consultants and researchers.
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Abu Hashim, Nurhidayah, and Nursyazwani Mohd Fuzi. "KAIZEN PRACTICES AMONG ACCOUNTING STUDENTS AND LECTURERS IN AZMAN HASHIM INTERNATIONAL BUSINESS SCHOOL." Advanced International Journal of Banking, Accounting and Finance 3, no. 6 (March 31, 2021): 60–68. http://dx.doi.org/10.35631/aijbaf.36006.
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The implementation of Kaizen had widely been adopted in many organizations. Higher Education Institutions (HEI) is one of the organizations that there is no exception in practicing Kaizen to enhance the continuous improvement in their education institution performance. The objective of this study is to identify the Kaizen practices among accounting students and lecturers in Azman Hashim International Business School. The researcher will use a quantitative approach by distributing questionnaires to obtain data from respondents. The researcher concludes that Kaizen practices are suitable to be implemented in higher education institution because it gives huge advantages towards the entire organizational performance. Education institutions should guide the Kaizen practices to create a culture of ongoing improvement to improve the education system from time to time in the future.
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Yokozawa, Kodo, Hao Anh Nguyen, and Thi Bich Hanh Tran. "Role of personal anxiety in individual kaizen behaviour and performance: evidence from Japan." International Journal of Operations & Production Management 41, no. 6 (July 1, 2021): 942–61. http://dx.doi.org/10.1108/ijopm-09-2020-0670.
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PurposeThis study examines the role of anxiety in kaizen behaviour and performance by empirically testing the influence of personal anxiety (state and trait) on individual kaizen behaviours (rule adherence, initiative and perseverance of effort), which, in turn, affect individual kaizen performance.Design/methodology/approachThe data were obtained from a survey of 552 employees of four companies in Japan and analysed using structural equation modelling.FindingsThe results show that state anxiety has a significantly positive effect on rule adherence and kaizen performance. Trait anxiety positively influences employees' initiative and perseverance but has a significant negative effect on kaizen performance.Originality/valueThis study contributes to kaizen and continuous improvement theory by focussing on individual kaizen, which is considered to be as important as organisation-level kaizen and investigating the relevance of personal anxiety in individual kaizen behaviours and kaizen performance.
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Putri, Kartika Nur Rahma. "Study of the Implementation of Continuous Improvement using Kaizen Philosophy in Indonesian Construction Projects." MEDIA KOMUNIKASI TEKNIK SIPIL 26, no. 2 (February 2, 2021): 128–39. http://dx.doi.org/10.14710/mkts.v26i2.23069.
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Kaizen as a quality management system offers a new approach to increase productivity by improving existing production processes without investing in new tools/procedures. This study aimed to determine the application of continuous improvement in construction projects according to kaizen philosophy. The research was conducted using descriptive analysis to describe the process of continuous improvement in a construction project. Data were collected using a questionnaire method on 24 building and road projects and interviews with two contractors. This study's results indicate that the application of the kaizen principle in construction projects is still limited. The research reveals that project planning has been carried out but not entirely following field conditions, standardization of work methods already exists but not detailed, all parties in the project have been involved in the construction process, but initiatives to make improvements have not been seen because it is still focused on corrective evaluation and work completion. The challenges in implementing continuous improvement are the lack of a quality management system, lack of working time, lack of consistency in the implementation of quality, and lack of worker’s skill in carrying out work. Some improvements required to support continuous improvement are to encourage top management's role in the application of quality management systems and internalization of the kaizen principle to all workers. The involvement of all production elements in maintaining product's quality in the internal system also needs to be improved.
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Gonzalez-Aleu, Fernando, Eileen M. Van Aken, Jennifer Cross, and Wiljeana J. Glover. "Continuous improvement project within Kaizen: critical success factors in hospitals." TQM Journal 30, no. 4 (June 11, 2018): 335–55. http://dx.doi.org/10.1108/tqm-12-2017-0175.
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Purpose Evidence suggests that hospitals are having problems achieving continuous improvement project (CIP) goals or sustaining their results. Therefore, the purpose of this paper is to identify those critical success factors (CSFs) most strongly related to CIP success in hospitals (Lean-Kaizen project, Lean Six Sigma project, Six Sigma projects, and Quality Improvement projects). Design/methodology/approach A retrospective survey was applied to any CIP leaders/facilitators from hospitals that conducted at least one CIP during the last two years. Findings Three main findings were obtained from the 116 valid responses. First, the level of importance of 47 out of 53 CSFs to achieve CIPs success in hospitals was assessed as very important or higher (4 or higher on a six-point scale). Second, there are important differences between the CSFs to achieve CIP success in hospitals in this research and previous investigations. Third, the type of CIP affects the level of importance of 16 out of 53 CSFs to achieve CIP success in hospitals. Originality/value Practitioners involved with CIPs activities in hospitals could use the knowledge extracted from this investigation to improve the impact of their CIPs. Future research should continue in two lines: test if the 53 CSFs for CIPs measure a unique factor and identify the main relationships or paths between CSFs for CIPs and CIP outcomes.
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Dougherty, David, Patti Murray, Julie Ann Berkhof, Lynn Levandowski, and Alok A. Khorana. "Kaizen quality initiative to improve patient satisfaction and throughput in an academic cancer center." Journal of Clinical Oncology 30, no. 34_suppl (December 1, 2012): 78. http://dx.doi.org/10.1200/jco.2012.30.34_suppl.78.
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78 Background: Lean management principles have long been employed in manufacturing to improve operational efficiency but have only recently been adopted into healthcare settings. To address prolonged wait times and inadequate performance on patient satisfaction surveys, our cancer center utilized a Kaizen event as part of a quality improvement initiative. Methods: We utilized methods of Kaizen philosophy to evaluate all processes related to the patient experience in the outpatient facilities of the James P. Wilmot Cancer Center of the University of Rochester. The Kaizen initiative was conducted by a multidisciplinary group and consisted of an intensive 5-day induction period to identify problems within the system of care followed by regular quality improvement meetings. The group developed immediate solutions to some problems and identified priorities for the longer term. Changes in patient throughput times (time from clinic check-in to check-out) and patient satisfaction (utilizing Press-Ganey surveys) were tracked before and after initiating Kaizen and this report evaluates results over the first 12-month period. Results: Our Kaizen initiative involved a group of 17 faculty and staff who assembled during the induction period and met bi-monthly over the 12-month period from May 2011 to June 2012. Prior to the Kaizen intervention, mean throughput time for a 30-minute clinic visit was 80.34 minutes (n = 259; median 76; range 18 to 261) and mean overall patient satisfaction score for the quarter preceding the Kaizen was 89.3 (43rd percentile AHA Region 2). Over the 12 months following the Kaizen, mean throughput time reduced to 57.85 minutes (n = 249; median 53; range 11 to 205) and patient satisfaction scores improved to 91.9 (p<0.05; 63rdpercentile). Conclusions: Utilizing continuous process evaluation and Kaizen methodology, we reduced patient throughput times by 28% and improved patient satisfaction percentile rank by 20%. Ongoing efforts focus on utilizing continuous quality improvement to improve patient and family-centered cancer care. Kaizen is an effective, resource-neutral method for improving operational efficiency and patient-centered outcomes in an academic oncology practice.
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Tarasenko, A. V. "Using the kaizen system is an effective way to solve production problems through rationalization." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 10 (October 1, 2020): 32–38. http://dx.doi.org/10.33920/pro-3-2010-03.
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The termination of movement along the path of improvement means the beginning of the degradation of the company. If we consider the term “kaizen” in relation to a manufacturing enterprise, then it means the continuous improvement of both production processes and auxiliary business processes and management of production and the enterprise as a whole. The article provides examples of the use of the “kaizen” system at the leading Russian metallurgical enterprises VSMPO-AVISMA and the Oskol electrometallurgical plant.
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Tarasenko, A. V. "Using the Kaizen system is an effective way to solve production problems through rationalization." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 9 (September 1, 2020): 46–52. http://dx.doi.org/10.33920/pro-3-2009-07.
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Stopping the movement on the path of improvement means the beginning of the degradation of the company. If we consider the term "kaizen" in relation to a manufacturing enterprise, it means the continuous improvement of both production processes and auxiliary business processes and the management of production and the enterprise as a whole. The article provides examples of the use of the Kaizen system at the leading Russian metallurgical enterprises-VSMPO-AVISMA and the Oskol Electrometallurgical Combine.
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Jadhav, Ganesh S., Vahid M. Jamadar, Pradeep S. Gunavant, and Sameer Sheshrao Gajghate. "Role of Kaizens to Improve Productivity: A Case Study." Applied Mechanics and Materials 592-594 (July 2014): 2689–93. http://dx.doi.org/10.4028/www.scientific.net/amm.592-594.2689.
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Continuous improvement is a vital component of an effective performance management system. Simply measuring performance will not result in system improvements. Getting improvement in any service requires an educational strategy for linking performance measurement to the implementation of the specific system improvements. The aim of the paper is to identify the effectiveness and implementation of the kaizen programme in an electronics manufacturing company. Customers focus on product quality, delivery time and cost. Because of this a company should introduce a quality system to improve and increase both quality and productivity continuously. Kaizen is a methodology that aims to increase the availability of the existing equipment hence reducing the need for further capital investment. This paper identifies role of maintenance in reducing production cost and increasing plant profit with the implementation of kaizen. Use of the Timed-PDCA concept makes it possible to pursue productivity improvement in the current works including nurturing motivations to workers concurrently by arranging kaizen theme.
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Marin-Garcia, Juan A., Amable Juarez-Tarraga, and Cristina Santandreu-Mascarell. "Kaizen philosophy." TQM Journal 30, no. 4 (June 11, 2018): 296–320. http://dx.doi.org/10.1108/tqm-12-2017-0176.
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Purpose The purpose of this paper is to perform a context analysis about a specific Kaizen program, suggestion systems in permanent teams, and identified the barriers and facilitators that companies encounter while implementing them from the workers’ perspective. Design/methodology/approach The authors applied an inductive method, the Grounded Theory, to develop a specific context theory using the information that emerged from a convenience sample of 182 workers in several countries. Findings The facilitators and barriers identified for the workers in the field study are aligned with those identified in previous studies, generally obtained using information provided by managers. The methodology enabled us to identify the relationships between them and their level of relevance. Research limitations/implications The main limitations were linked with the source of the data as the authors worked with a convenience sample and only analyzed the information provided by the workers. Practical implications The identified facilitators, their relationships and their relevance, contribute to understand the functioning phenomena of suggestion systems in permanent teams to facilitate organizations using this continuous improvement program more effectively. Originality/value The originality of this study, apart from identifying facilitators from the workers’ perspective, is that the used method enabled us to identify the relationships between them and know how the operators perceived their relevance.
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M, Nagaraja, Sivakumar K, Sundaresan R, and Narayanan S. "Kaizen for standardizing educational institutions." Journal of Management and Science 1, no. 4 (December 30, 2012): 309–16. http://dx.doi.org/10.26524/jms.2012.40.
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Teaching, scientific and technological innovations are the most important key factors and heartof an educational institute. It is necessary to monitor and focus the entire aspects of an institute to bringoverall improvements. Effective teaching –learning process, quality, resource management and otherimprovement can be achieved in a short period of time using Kaizen. This is a Total Employee Involvement(TEI) technique which brings together all the employees of an organization right from top management toworkers for bringing continuous improvement in an academic organization.
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Moi, Wong Ai. "Application of Toyota Way Incorporating Kaizen, Kaikaku and 5S in Agricultural Sector." International Journal for Research in Applied Science and Engineering Technology 9, no. 10 (October 31, 2021): 1565–79. http://dx.doi.org/10.22214/ijraset.2021.38659.
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Abstract: A noble operational framework – 2K5S, a modified form of Toyota production system (TPS) incorporating Kaizen, Kaikaku and 5S is introduced in this paper. Kaizen is continuous improvement concept implementing a small step at a time to produce a small or moderate improvement in productivity. Kaikaku is a moderate innovative approach implementing new work method or means to produce a drastic improvement in productivity by eliminating wastes at the same time. The 2K5S is then implemented in the operations of a pineapple farm and a series of case studies are conducted. The outcomes of the case studies have revealed that through the introduction and implementation of the 2K5S operational framework, some significant organisational improvements have been witnessed. Apart from significantly increment in productivity, other advantages achieved including increasing in effectiveness and efficiency in the operational processes, improved visual management of the process, improved operational health and safety and morale of the workers, improved housekeeping, waste elimination and process standardization. The outcomes of this study have demonstrated that 2K5S is a powerful and practical operational framework model which is applicable for agricultural organisation. Keywords: Toyota production system (TPS), 2K5S, Kaizen, Kaikaku, 5S, continuous improvement, agricultural sector.
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Kumar, Sunil, Ashwani Kumar Dhingra, and Bhim Singh. "Kaizen Selection for Continuous Improvement through VSM-Fuzzy-TOPSIS in Small-Scale Enterprises: An Indian Case Study." Advances in Fuzzy Systems 2018 (July 12, 2018): 1–10. http://dx.doi.org/10.1155/2018/2723768.
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In the era of cut throat competitive market, Indian industries are under tremendous pressure to continuously reduce the cost and improve product quality. The main objective of this research paper is to provide a road map for investigating the opportunities to reduce cost and improve productivity and quality in the existing production system through the application of Lean-Kaizen concept using value stream mapping (VSM) tool at shop floor of an Indian Small-Scale Enterprise (SSE). On the basis of collected data from the selected industry, a current state map was made. After analysis, the current state map was modified to develop a future state map. By comparing current and future state map, the gap areas were identified and takt time (TT) was calculated considering actual market demand. To overcome the gap between current state map and future state map and to synchronize cycle time of each station with talk time, Kaizen event (KE) was proposed. Fuzzy technology for order preference by similarity to ideal solution (TOPSIS) was applied to prioritize and select the appropriate KE for optimized performance level. After analysis of data obtained after application of the Lean-Kaizen concept, the final improvements in terms of improved productivity (57.15%) and reduced lead time (69.47%), reduced cost (65.61%), and station cycle time (75.25%) were recorded. Through the case study drawn from realistic situations of the industry, the authors highlight that implementation of Lean-Kaizen using VSM and fuzzy TOPSIS provides improvement opportunities across the organization. The findings can inspire the SSEs to adopt the Lean-Kaizen concept for optimizing continuous improvement opportunities in their production industry. This study offers the researchers and practitioners a good example for understanding, selecting, and performing KE program. They can even attain more improvement in various areas by establishing or improving these KE programs.
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Suárez-Barraza, Manuel F., and José A. Miguel-Davila. "Kaizen–Kata, a Problem-Solving Approach to Public Service Health Care in Mexico. A Multiple-Case Study." International Journal of Environmental Research and Public Health 17, no. 9 (May 9, 2020): 3297. http://dx.doi.org/10.3390/ijerph17093297.
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Purpose: Mexico’s public hospitals are experiencing major operational problems which seriously affect the care of Mexican citizens. Some hospitals have initiated efforts to apply the Kaizen philosophy to improve this situation. Therefore, the purpose of this article is to analyze the methodological impact of Kaizen–Kata implementation in Mexican public hospitals that have tried to solve operational problems using this improvement approach. Design/Methodology/Approach: The service organization implemented Kaizen–Kata methodology in order to improve one operational problem-process in health care. A case-study approach was used in this research in order to understand the effects of the Kaizen–Kata methodology in solving problems in their operational procedures. Findings: Six specific drivers were identified when applying the Kaizen–Kata methodology. Furthermore, the impact on the levels of implementation of the Kaizen–Kata methodology in each of the improvement teams studied was also identified. Research Limitations: The main limitation of the research is that only three case-studies are presented thus it is not possible to generalize its results. Practical Implications (Where Possible): Other public hospitals can use this specific example as a working guide to solve the operational problems of health systems. Originality/Value: A methodology of continuous improvement in manufacturing was imported from the industry sector for application in an operational health care process. The Kaizen–Kata methodology contributed significantly to improving issues involving delays, customer complaints, process reworks and extra-cost, among other effects of operational problems.
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Gupta, Aman, and Shaman Gupta. "Kaizen, a continuous improvement for reduction of wastes: a case study." International Journal of Productivity and Quality Management 21, no. 3 (2017): 300. http://dx.doi.org/10.1504/ijpqm.2017.084457.
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Gupta, Shaman, and Aman Gupta. "Kaizen, a continuous improvement for reduction of wastes: a case study." International Journal of Productivity and Quality Management 21, no. 3 (2017): 300. http://dx.doi.org/10.1504/ijpqm.2017.10005233.
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Morell-Santandreu, Oscar, Cristina Santandreu-Mascarell, and Julio García-Sabater. "Sustainability and Kaizen: Business Model Trends in Healthcare." Sustainability 12, no. 24 (December 18, 2020): 10622. http://dx.doi.org/10.3390/su122410622.
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Kaizen, or continuous improvement, is a management tool that allows the identification of activities that have no value in the processes examined. This identification leads to the improvement of these processes within any organization and promotes economic and social sustainability, and to a lesser extent environmental sustainability. Kaizen, already widely and successfully employed in the industrial sector, is now being applied in the health sector. However, the health sector tends to publish only the results of how processes have been improved in finely focused areas and the resulting benefits. The majority of the benefits focus on time and cost reduction. In this study, the authors carried out a bibliometric analysis using the Scimat program, which maps the thematic evolution of Kaizen in the health sector and its relationship with sustainability, in order to promote the interest of the health sector for this type of process improvement. The findings confirm that the implementation of Kaizen is recent and constantly evolves and grows, and that it can help economic and social sustainability, and to a lesser extent environmental sustainability.
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F. Suárez-Barraza, Manuel, and José Á. Miguel-Dávila. "Assessing the design, management and improvement of Kaizen projects in local governments." Business Process Management Journal 20, no. 3 (May 27, 2014): 392–411. http://dx.doi.org/10.1108/bpmj-03-2013-0040.
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Purpose – Despite the abundant literature in the private sector, a significant gap was detected in the public sector where there were only a few academic efforts to appraise or assess the implementation of the Japanese approach. The likely reason for this lack of literature is the low implementation of Kaizen that has been evidenced over the years in the public sector. Public organizations have a large number of recommendations at their disposal which are vague, abstract and even contradictory. Accordingly, the assessment of the implementation of Kaizen represents a theoretical gap, the filling of which is both necessary and vital to the body of knowledge that represents the application of continuous improvement in a public setting. Therefore, the main purpose of this paper is to evaluate the design, management and implementation of Kaizen projects in local governments through the analysis and comparison of empirical data with regard to a theoretical conceptual scheme found in the literature. Design/methodology/approach – A qualitative study was conducted using a case study strategy. The case studies were conducted in three Town Halls (two in Spain and one in Mexico) with active and sustained implementation of Kaizen projects. It was verified throughout that the selected cases applied Kaizen projects for at least five years in their work processes and public services. Findings – As a result of the empirical work the authors proposed a new specific and individualized framework for the public sector called: “Kaizen projects conceptual schemes (KPCS), based on the cycle Plan-Do-Check-Act in order to form a theoretical and practical guide that can serve as a base for local governments seeking to implement Kaizen in their management. Research limitations/implications – The study focussed on three Town Halls (two Spanish and one Mexican), so is not possible to generalize the results. Practical implications – El KPCS may represent an instrument of evaluation, management, development and improvement to any Kaizen effort initiated in the public sector. Social implications – The study focussed on public service. Originality/value – As far as the authors are aware, this is one of the first paper to propose a framework of Kaizen in public organizations within both academic and practitioner ambits.
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Ulrych, Wojciech. "The Impact of Performance Review Practices on Continuous Improvement in Kaizen Requirements in Services." Kwartalnik Ekonomistów i Menedżerów 52, no. 2 (April 24, 2019): 121–33. http://dx.doi.org/10.5604/01.3001.0013.2377.
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The aim of the article is to present the literature and empirical premises of the impact of performance review practices on continuous improvements requirements kaizen in selected departments providing services. The author’s own research was conducted on a purposefully selected group of 143 service departments of various organizations that declared the implementation of the aforementioned solutions. Based on the structural equations modeling a theoretical model and variable constructs were developed. The hypotheses put forward are a reflection of the theoretical model. The results indicate that there is no set of consistent, mutually supportive performance review practices. However, there are single practices in this regard that affect the implementation of kaizen. With the continuous acquisition of lean experience in the studied departments the impact of these practices keeps on strengthening.
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Sousa, Filipe Lage de, Mauricio Canêdo-Pinheiro, Bernardo Pereira Cabral, and Glaucia Estefânia de Sousa Ferreira. "Lean Management Practices’ Effects on Brazilian Firms: A Quantitative and Qualitative Analysis." Journal of Contemporary Research in Business, Economics and Finance 3, no. 3 (August 23, 2021): 84–108. http://dx.doi.org/10.33094/26410265.2021.33.84.108.
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One of the key drivers for a firm's productivity growth is management. One lean management practice considered cost-effective is Kaizen. Originally from Japan, the Kaizen basic concept is continuous improvement with the involvement of the full workforce. Using a firm-level dataset from Brazil's innovation and manufacturing surveys, this paper evaluates quantitatively whether Kaizen has impacted the performance of domestic firms. Our initial results suggest a productivity premium on Kaizen adopters, yet when it materializes is not detectable in the short term. Moreover, the impact on innovation is observable after Kaizen implementation. Understanding these outcomes with a qualitative approach, our analysis highlights the importance of Kaizen on innovation, especially by improving worker's time at the production line as well as the long-term vision of Kaizen on productivity. In summary, Kaizen is not a magic wand that improves firms’ performance in a wide array of indicators yet it may boost innovation outcomes in the short term aiming to improve productivity in the long term if it is implemented carefully and persistently, as established by its basic principles.
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Nurmala, Putri, and Akhmad Sigit Adiwibowo. "Peningkatan Good Governance Melalui Penerapan Kaizen." Abdimisi 2, no. 1 (February 20, 2021): 50. http://dx.doi.org/10.32493/abms.v2i1.4707.
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Kaizen literally means "Improvement". This understanding gives broad meaning to the application of Kaizen in everyday life. The Kaizen concept is defined as continuous improvement with 5 (five) foundations, namely group activities, discipline, moral development, quality control, and suggestions for improvement that come from all relevant parties. Seeing this we consider the importance of Kaizen being applied in schools. One application of Kaizen is the preparation of financial reports, which in SDIT Al Inayah there are no financial reports. This certainly has an impact on the going concern of the school. The method of implementation was carried out with the first survey related to what was needed by the Al Inayah SDIT. It turns out that what is needed by SDIT Al Inayah is in line with our PKM theme, which is the preparation of financial reports. After that, for five weeks every week, twice, our team helped make financial reports in July-September 2019 SDIT Al Inayah by using an application system, which previously was still manual in several books. The result of this PKM is the realization of SDIT Al Inayah's financial reports in the application system for July-September 2019. In addition, SDIT Al Inayah now also understands the importance of making relevant and accountable financial statements.
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Mahmod, Razmah, Faizah Mashahadi, and Nur Amirah Ashari. "The influence of lean six sigma and Kaizen to reduce defect products in automotive industry." Journal of Emerging Economies and Islamic Research 5, no. 4 (December 31, 2017): 81. http://dx.doi.org/10.24191/jeeir.v5i4.8839.
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The purpose of this study is to measure the influence of Lean Six Sigma (LSS) and Continuous Improvement (KAIZEN) to reduce the defect products in practising Quality Management System (QMS) for the automotive industry. Data were obtained from questionnaires which has been returned from 78 respondents among production operators in assembly section. The data has been analyzed using the Statistical Package for the Social Sciences (SPSS). Result shown that Lean Six Sigma (LSS) and Continuous Improvement (KAIZEN) have positive influence for solving the problem of defect products. The findings of this study will help the industry for giving serious enforcement and attention for these two methods in reducing the defect products thus will reduce the scrap management cost. This study contributes to the advancement of knowledge on methods to reduce defect products for automotive industry.