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The Gemba‐Kaizen approach is a key business process strategy employed by companies (multinationals also) to enhance their manufacturing performance. However, whilst there is significant research information available on implementing management systems in a sequential manner, there is little information available relating to the application of this approach to provide a single and highly effective methodology for process innovation in the context of the Gemba‐Kaizen approach in multinational companies. Therefore, the purpose of this paper is to develop and apply a process innovation framework in terms of methodology for multinational companies. The research question that governs the study is: How is the Gemba‐Kaizen approach applied in an organisational context such as that of a multinational food company in Mexico?

An exploratory case study was conducted. One multinational food company (chocolate) which has been established in Mexico for at least 19 years was selected. The paper chronicles the design and application of a process innovation framework in the context of the Gemba‐Kaizen approach. In total, four methods were used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

This paper proposes a process innovation framework using the Gemba‐Kaizen approach. The development, refinement and implementation of a process innovation framework in the context of the Gemba‐Kaizen approach has been achieved, working closely with a multinational food company. Consequently, as a result of the application, a conceptual framework was established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the Gemba‐Kaizen approach with other improvement methodologies, known as Process Redesign, in the organisation analysed.

Derived to describe the case study on how to apply the Gemba‐Kaizen approach through process innovation methodology, the paper may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.

The paper contributes to the limited existing literature on the Gemba‐Kaizen system and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development of companies, in an attempt to move the Mexico manufacturing (food) sector towards world‐class manufacturing performance.

Recently, the operations management academic literature has seen articles focusing on the transfer of “lean” thinking or kaizen concept from the private to the public sector. In Spain, during the last 15 years, some local councils have also followed similar improvement initiatives sometimes under the umbrella of “global quality programmes” trying to support continuous process and service improvement. The research question for this article is: How is lean‐kaizen applied in local councils in Spain? The aim is to shed light on how lean thinking is applied in order to improve those services provided to the public by local councils by describing empirical studies in specific Spanish contexts.

The case study approach was adopted in this research. The research design conducted was of the longitudinal and retrospective type.

The results of the empirical evidence show that three techniques related to lean‐kaizen have a direct effect on the processes and management systems in local councils. The three techniques are: 5S, gemba kaizen workshops and process mapping. These techniques improved the processes and quality of public services provided by the councils. These results suggest the first indications of documented lean‐kaizen public service.

A review of the academic literature of lean thinking and kaizen concept indicates that the managerial application of the techniques in the public sector are few and far between and have been barely explored at the empirical level. The paper makes a contribution to the deeper understanding of the usefulness of applying lean‐kaizen in local government in order to improve the processes and services provided to the public – the emergence of lean‐kaizen public service.

The purpose of this paper is to offer a rationale for the epistemological and ontological development of total quality management (TQM) utilising action modalities. The ability to harness and transfer knowledge is a key attribute of research‐led universities, and a factor which is able to bring education and industry into cooperative relationships. However, Imai views that there is a tendency to place too much emphasis on teaching knowledge, whilst disregarding group learning of fundamental values, established through gemba kaizen and through the learning organisation.

Established through the results of a survey of 50 manufacturing companies in the UAE, and based on the andragogical learning concept in both solving a problem and generating new knowledge, this paper investigates a conceptual basis for action learning. The paper offers a rationale for the epistemological and ontological development of total quality management (TQM) utilising action modalities. This reflects the underpinning philosophy of TQM toward the continuous improvement in quality of the organisations' processes, people, products, and services.

The findings of the construct of andragogical gemba establish the robustness of the methodological move from pedagogy to andragogy. The applicability of andragogical gemba being underpinned by the required interaction of democracy and collaboration. The survey of UAE SMEs confirms a lack of engagement within this concept, and recommendations are given to support development.

The paper has been developed within Dubai's socio economic mix, Dubai being a constituent Emirate within a Country where expatriates form approximately 93 per cent of the total workforce population. The transient nature of the workforce produces pressures on the learning organisation, and the context of knowledge transfer and creation.

Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy.

This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors.

The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company.

The findings from this single case study cannot be generalised.

This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation.

First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

Kaizen in construction is a new paradigm stemming out of lean production systems. Construction companies in developing economies, such as Nigeria, have a task to innovate to liquidate in certain cases. With the aid of kaizen, which encompasses the benefit of stakeholder relationship improvement and management, profitability enhancement and delivery of projects to satisfied clients, construction companies can realise expected growth. An exploration of the critical success factors (CSF) and associated drivers within the limits of the scope is essential. The paper aims to discuss these issues.

Exploratory factor analysis statistical tests categorised the CSF identified in the literature review section. A detailed sampling approach extracted 135 questionnaires under the five-point Likert scale format from a larger population in Nigeria. An exploration of important drivers and iteration of eigenvalues combined with asymptotic significance of the drivers provided the CSF and significant drivers.

Construction management function, operational efficiency, construction business ethics and construction cost management were the CSF established from the exploratory factor analysis tests. It was confirmed that kaizen can be adopted in Nigerian construction companies with reflections on the principal drivers for the CSF.

The exploration of the CSF and drivers associated with kaizen implementation can be applied to other developing countries with considerations of implementation in terms of cost and time.

The identification of CSF provides ample opportunity for consideration of kaizen in construction companies. The findings of this study are a basis for investigations into cost and time implications of kaizen adoption in construction companies.

Kaizen is an umbrella concept for a management philosophy based on a set of principles and values with different tools and techniques that form part of Company-Wide Quality Control. The purpose of this study to explore the empirical evidence of Kaizen philosophy practice and its effect on Ethiopian manufacturing industries, chemical companies in particular.

After the literature review, an exploratory empirical research, supported on a company observation, was adopted. The eight companies visit giveaway collecting annual technical reports and Kaizen award presentations. The review structure encompassed four major approaches. The first approach is conducting extensive literature review and adopting methodologies. The second approach is examining secondary data and developing SWOT analysis. The third is exploring Kaizen practices, developing framework, identifying drivers and barriers using charts, diagrams and graphs. The final approach is proposing way forward and implications based on the findings from the investigative study to emphasize the link between Kaizen practice and its effect on manufacturing industries’ performance.

The findings indicate practice of Kaizen brought in achieving monetary, nonmonetary and qualitative results. However, results vary from company to company. The average attained improvements of productivity, production volume, machine productivity and sales volume are 2.77%, 28.69%, 10.14% and 31.53% respectively. Moreover, a total of 71,932,472.19 ETB is saved by following structured framework and practice of social and technical factors. However, companies could not sustain Kaizen activities and unable to maintain the attained substantial improvements due to less effort made on some of the Kaizen practices identified as barriers on the cause and effect diagram of this exploratory study.

A sample size of eight companies is not adequate to generalize key findings of this study. This will be put right by carrying out further surveys in the future using questionnaire and semistructured interviews.

The findings of this study underlined that practice of Kaizen philosophy on chemical companies supported by structured implementation framework, full practice of drivers, eradicating barriers, sustaining practices and maintaining improvements enable in enhancing chemical companies performance through achieving quantitative (monetary and nonmonetary) and qualitative results.

Although there are a number of studies published on Kaizen, currently it is found that there is lack of literature on practice and effect of Kaizen philosophy. Based on this exploratory study and assessment, the framework and circumstance of Kaizen philosophy practices are providing valuable insights for chemical companies, other manufacturing industries and organizations, which will be on board on this voyage including Ethiopian Kaizen Institute, practitioners and academicians.

Since Masaaki Imai coined the term Kaizen in the mid 1980s it has been regarded as a key element in the competitiveness of Japanese companies. However, even though Kaizen was defined by the author who created the term, writings by scholars and practitioners in the field exhibit a certain degree of ambiguity and inconsistency. Finally, there is a clear need to develop this theory in the field of operations management. The purpose of this paper is to analyse Kaizen in the academic and practitioner literature, in order to better understand it and further explore and contribute to its potential theoretical profile.

A literature review was carried out using Kaizen as a search term. Various databases were used for this purpose and books written by both scholars and by practitioners on the subject were also consulted. The literature concerning Kaizen was methodically analysed and categorised.

The findings of the study indicate that Kaizen is presently displayed under three perspectives or umbrellas, which include a series of principles and techniques. By comparing the three perspectives, a set of guiding principles and/or cornerstones for Kaizen have also emerged.

Analysis and classification is based on the literature that has been found and reviewed, along with the knowledge of authors on the subject, and may include other features as well as other angles of analysis.

The Kaizen literature review is very limited. In writing this paper a considerable number of articles and research related to Kaizen has been reviewed. This review resulted in an initial classification of Kaizen (three umbrellas) and four major topics, which may prove useful for managers or executives who are introducing or developing Kaizen in their organizations.

As far as the authors are aware, this is one of the first papers that proposes a literature review in an attempt to clarify Kaizen, both in academic and practitioner ambits.

The purpose of this research study was to examine the international transfer of kaizen or continuous improvement. The central research question was formulated as: what national level factors influence the transfer of kaizen, and how?

In the study, a survey interview was followed with semi-structured interviews. The study focused on Japanese subsidiaries in The Netherlands. A total of 15 companies participated in the research.

Two main national level factors, not previously identified in the literature, were found: the level of eagerness of employees and the level of discipline of employees. It was also found that, based on these two factors, transferring kaizen to The Netherlands is very challenging.

The research was limited to kaizen transfer from Japan to The Netherlands.

Companies benefit from this research because it contributes to understanding the relative ease of transferring kaizen. Having this understanding aids companies with planning the transfer of kaizen and its implementation.

Several studies have examined the international transfer of kaizen and/or the international transfer of Japanese management systems. Some studies have identified national level factors as being important but understanding of how and why the factors play a role has been underdeveloped. Furthermore, companies are still struggling with the international transfer of kaizen. This study on kaizen transfer found two previously unidentified key factors, the reasons for their occurrence, and how they influence the transfer. This allows an improved understanding.

Administrative processes play a crucial role in various sectors, often contributing to cost overruns and delays. While lean concept has been extensively applied in many industries, there is a recognized need for further research on the integration of lean in administrative processes. To address this research gap, this study aims to systematically analyse the implementation of lean in administrative processes, providing a sector-wise comparison to explore its prospects for the construction industry.

A systematic literature review was conducted by adapting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses method. Eighty-six research papers are subjected to descriptive and content analysis on different tools applied in lean integrated administrative processes in health care, education, public administration and other sectors.

The research study reveals common lean tools irrespective of sector. Moreover, specific tools used for a particular sector are analysed. Out of the various lean tools and techniques, value stream mapping, 5S and Kaizen are highly acknowledged tools in every sector of lean intervention. Furthermore, ECRS is applied explicitly in the education sector. Furthermore, it is noted that Suppliers, Inputs, Process, Outputs and Customers (SIPOC), 5whys, load levelling and control charts are identical to administrative processes in lean health care. Furthermore, Spaghetti charts and Kaikaku are only adapted to administrative processes in the public administration sector, and causal loop diagrams are used explicitly in administrative processes in the construction sector.

This study contributes to research by developing a guideline to design lean intervention for a lean-integrated administrative process in any sector which still needs to be transformed into lean. Hence, this study will be a cornerstone for incorporating lean principles for administrative processes in construction sector.

Explores the Japanese kaizen philosophy and its application to manufacturing. The kaizen strategy is based on the process of gradual change bringing improvements to all area of management and production. It is a people based system with standardisation being an essential feature. Describes a kaizen workshop held in the UK by the Kaizen Institute of Europe, with comments from the participants. Concludes with a brief history of the Kaizen Institute of Europe [KIE].