Search results

1 – 10 of over 2000
Article
Publication date: 21 May 2018

Wayne G. Macpherson, James C. Lockhart, Heather Kavan and Anthony L. Iaquinto

As employees in the lower ranks of a Japanese company advance through the levels of management and seniority their role in day-to-day kaizen activities shifts from that of…

2068

Abstract

Purpose

As employees in the lower ranks of a Japanese company advance through the levels of management and seniority their role in day-to-day kaizen activities shifts from that of directly improving their own job, operations and surroundings to guiding, educating and facilitating understanding and practice. The emphasis of kaizen to the employee during career progression changes in an embedded, sequential and predictable manner. To a new employee, kaizen is a process to be implemented, something that is visible and largely provided through company training and job manuals, while not necessarily being fully understood. To the senior manager, however, one who has advanced up the corporate ladder, kaizen is tacit knowledge and accumulated experiences, and is seen as being more than just reducing costs, increasing productivity and decreasing lead times. At this point, kaizen becomes something invisible, something that can produce real influence on both the company’s profitability and the manager’s reputation. Consequently, what kaizen is actually changes from being a duty associated with employment to a matter of personal, group, collective, and organizational responsibility. The purpose of this paper is to explore the mechanism underpinning the transfer of kaizen (acknowledgement and exercise) in the Japanese workplace that results in it being sustained across multiple.

Design/methodology/approach

Data were collected from research participants (n = 53) through a mixed-method multi-language field design comprising questionnaires and unstructured interviews conducted in genba, the workplaces of five domain-name multinational companies in Japan. Multi-level statistical analysis identified two largely mutually exclusive generational groups.

Findings

During their late 40s, employees were found to transfer their understanding of kaizen between the two forms. At this age, employees were identified to shift from being student to teacher; follower to leader; and disciple to sensei. This study identified how kaizen shifts from one generation to another; when kaizen shifts through the change in responsibility of employees; and changes in the understanding and practice that creates sustained business excellence.

Originality/value

Importantly, the study reveals how kaizen itself is a sustainable business activity in the workplace, one that Western business is struggling to emulate.

Details

Journal of Business Strategy, vol. 39 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 December 1994

G Wittenberg

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…

7888

Abstract

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].

Details

Assembly Automation, vol. 14 no. 4
Type: Research Article
ISSN: 0144-5154

Keywords

Article
Publication date: 21 September 2015

Wayne G. Macpherson, James C Lockhart, Heather Kavan and Anthony L. Iaquinto

The purpose of this paper is to develop a definitive and insightful working definition of kaizen for practitioners and academics in the West through which they may better…

6277

Abstract

Purpose

The purpose of this paper is to develop a definitive and insightful working definition of kaizen for practitioners and academics in the West through which they may better understand the kaizen phenomenon and its intangible but critical underpinning philosophy.

Design/methodology/approach

A phenomenological study of the utility of kaizen within in the bounds of active kaizen environments in name Japanese industrial organisations was conducted over a three-year period in Japan. The research explored how Japanese workers acknowledge, exercise, identify and diffuse kaizen in a sustainable manner.

Findings

Kaizen is found to be a broad philosophical approach to work that serves different purposes for different members of the organisation, where no universal definition appears to exist yet differing ideologies are tolerated. Kaizen in Japan has a considerably deep meaning: it channels worker creativity and expressions of individuality into bounded environments, and creates an energy that drives a shared state of mind among employees to achieve proactive changes and innovation in the workplace.

Originality/value

This paper competently bridges the Japanese-Anglosphere cultural divide in social and business contexts. It contributes to the development of practitioner understanding of the utility of kaizen in Japan through unhindered cross-cultural research methodology, enabled by researcher competency and fluency in Japanese language and culture.

Details

Journal of Business Strategy, vol. 36 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 2 February 2024

Vimal Kumar, Priyanka Verma, Ankesh Mittal, Pradeep Gupta, Rohit Raj and Mahender Singh Kaswan

The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles…

Abstract

Purpose

The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic.

Design/methodology/approach

Through broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors’ common parameters impact Kaizen implementation in business operations.

Findings

The results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance.

Research limitations/implications

In addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic.

Originality/value

The originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 28 December 2023

Manuel F. Suárez-Barraza and María Isabel Huerta-Carvajal

World Health Organizations (WHO) (2023) states that governments and employers have a responsibility to uphold that right by providing work that simultaneously prevents workers…

Abstract

Purpose

World Health Organizations (WHO) (2023) states that governments and employers have a responsibility to uphold that right by providing work that simultaneously prevents workers from experiencing excessive stress and mental health risks. The business environment continues to produce a lot of stress on workers, which includes internal pressures to achieve results and employees suffer the consequences. Some companies have turned to mindfulness as a technique that helps mitigate these consequences and have joined Kaizen as a process improvement technique in the work environment. Therefore, this study has a research purpose: “to comprehend the possible linkage between Kaizen philosophy from an individual perspective, with Mindfulness ZEN Buddhism technique to understand the individual benefit (well-being) of each employee in organizations.” The answer to this represents the research gap in this article. The research questions governing this study are as follows: RQ1: Does Mindfulness is used as Kaizen technique of personal-individual improvement in 21st-century organizations? RQ2: What elements and characteristics of Kaizen and mindfulness can be found working together? And RQ3: Which qualitative impact of mindfulness and Kaizen in the workplace outcome (well-being, performance of the job (process)) and relationships with other employees)?

Design/methodology/approach

This research used a qualitative approach due to the recent phenomenon studied. In a certain way, it was used a mixed-method (combination of qualitative data – web search secondary data analysis and qualitative research-Convergence Model). First, it was done an intensive web search with the aim to identify companies' corporate mindfulness programs, along with companies which have applied mindfulness and Kaizen programs. It was identified a group of big companies with global and international presence (“famous” for their products and services) in diverse industrial and service sectors, country of origin and business locations; with the purpose of getting a holistic vision of all organizations which have practice Kaizen and mindfulness. Therefore, this study explored secondary data related to both practices, analyzing reports or briefings published in management magazines and official WEB pages and/or business magazines.

Findings

As a result of the triangulation of the data with its secondary data convergence model and qualitative research, a theoretical framework was reached that shows the benefits of the two combined twin techniques of Kaizen and mindfulness. The worker experiences a path that goes from concentrating on the execution of their processes, following their operating standards (Standardize, Do, Check, Act [SDCA] cycle), going through the evolution to continuous improvement or Plan-Do-Check-Act (PDCA) cycle, experiencing work with concentration-awareness and reducing your daily stress, maintaining high sensitivity to the work process and your environment and finally, discovering an essential life purpose. Finally, worker experiences benefit when there is wide application of both with the SDCA and PDCA cycles such as high motivation, constant learning from your mistakes, day-to-day learning and the Munen Musso (not using the mind).

Research limitations/implications

The main limitation is the qualitative methodological bias and secondary data research. In addition, to have a theoretical sample. However, the richness of the data helps to overcome this limitation. On the other hand, the qualitative research interviews are for a certain geographical area, therefore, the results cannot be generalized.

Practical implications

The results of this research can shed light on operations managers in the use of techniques for continuous improvement and improvement of people's quality of life, such as mindfulness. In Mexico, they are beginning to be used jointly (twin techniques) to comply with Regulation 035 of psychosocial risk, the researchers are sure that in other countries it will be used in the same way to comply with regulations. However, the research findings show the benefits that can be provided to workers in organizations by applying Kaizen and Mindfulness together.

Originality/value

To the best of the authors’ knowledge, according to the literature review, this is the first article that explores the relationship between Kaizen and Mindfulness as twin techniques that help improve the individual quality of life of employees in organizations.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 18 December 2023

Yigit Kazancoglu, Cisem Lafci, Yalcin Berberoglu, Sandeep Jagtap and Cansu Cimitay Celik

The primary objective of this research is to determine critical success factors (CSFs) that enable textile enterprises to effectively implement Kaizen, a Japanese concept of…

Abstract

Purpose

The primary objective of this research is to determine critical success factors (CSFs) that enable textile enterprises to effectively implement Kaizen, a Japanese concept of continuous development, particularly during disruptive situations. The study aims to provide insights into how Kaizen is specifically employed within the textile sector and to offer guidance for addressing future crises.

Design/methodology/approach

This study employs a structured approach to determine CSFs for successful Kaizen implementation in the textile industry. The Triple Helix Actors structure, comprising business, academia and government representatives, is utilized to uncover essential insights. Additionally, the Matriced Impacts Croises-Multiplication Applique and Classement (MICMAC) analysis and interpretative structural modeling (ISM) techniques are applied to evaluate the influence of CSFs.

Findings

The research identifies 17 CSFs for successful Kaizen implementation in the textile industry through a comprehensive literature review and expert input. These factors are organized into a hierarchical structure with 5 distinct levels. Additionally, the application of the MICMAC analysis reveals three clusters of CSFs: linkage, dependent and independent, highlighting their interdependencies and impact.

Originality/value

Major contribution of this study is understanding how Kaizen can be effectively utilized in the textile industry, especially during disruptive events. The combination of the Triple Helix Actors structure, MICMAC analysis and ISM provides a unique perspective on the essential factors driving successful Kaizen implementation. The identification of CSFs and their categorization into clusters offer valuable insights for practitioners, policymakers and academia seeking to enhance the resilience and sustainability of the textile industry.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 9 October 2023

Hannan Amoozad Mahdiraji, Hojatallah Sharifpour Arabi, Jose Arturo Garza-Reyes and Abdul Jabbar

Acquainting organisations regarding the concepts of Total Quality Management (TQM) and its implementation is one measure that effectively improves their global position and…

Abstract

Purpose

Acquainting organisations regarding the concepts of Total Quality Management (TQM) and its implementation is one measure that effectively improves their global position and performance. Kaizen is one of the concepts of TQM, which focuses on low-cost organisational transformational methods and often saves consuming significant resources (time, capital, etc.). Using Kaizen in organisational transformation sets efficient guidelines to improve processes agility and leanness and increase manufacturing productivity. Hence, this study aims to identify the key success factors in Kaizen projects and presents a score function that measures the readiness level of organisations to implement Kaizen projects.

Design/methodology/approach

A literature review first extracts the key success factors in Kaizen projects. Afterwards, the selected factors are screened via the fuzzy Delphi method using expert opinions from the manufacturing sector of an emerging economy. Subsequently, their importance is cross-examined by the Bayesian best–worst Method (BBWM). The BBWM is one of the most recent multiple criteria decision-making (MCDM) methods that lead to stable, dynamic and robust pairwise comparisons. After analysing the weights of the key factors, a score function is designed so that organisations can understand how much they are ready to launch Kaizen projects.

Findings

According to the findings, “Training and education” and “Employee attitude” played an important role in the success of Kaizen projects. The literature extracted 22 success factors of Kaizen projects, and 10 factors were eliminated through the fuzzy Delphi method. Twelve success factors in Kaizen projects were evaluated and investigated through the BBWM. Matching to this method, “Training and education” and “Employee attitude” weighed 0.119 and 0.112, relatively. Furthermore, “Support from senior management” was the least important factor.

Originality/value

To the best knowledge of the authors, this is the first research in which the success factors of Kaizen projects have been identified and analysed through an integrated multi-layer decision-making framework. Although some studies have investigated the key success factors of Kaizen projects and analysed them through statistical approaches, research that examines the success factors of Kaizen projects through MCDM methods is yet to be reported. Moreover, the score function that measures the level of readiness of each organisation for the successful implementation of Kaizen projects is a unique contribution to this research.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 8 May 2023

Daniel E. Ufua, Muktar Itai, Ajay Kumar and Mamdouh Abdulaziz Saleh Al-Faryan

This study is focused on achieving operational resilience through the practices of kaizen across the operational structure. The research is based on a case study of a commercial…

Abstract

Purpose

This study is focused on achieving operational resilience through the practices of kaizen across the operational structure. The research is based on a case study of a commercial livestock farm in Nigeria. The study views the practice of kaizen from the perspective of the commitment of the members of the case study organisation who are directly involved with the operations of the organisation.

Design/methodology/approach

The study applies a qualitative approach to explore the topic, engaging members of the case study organisation in the research to gather relevant data on the implementation of kaizen practices and the drive to attain resilience in the case study organisation. Semi-structured personal interviews and workshops were used for data collection. The study adopts systems theory to explore the topic, identifying and engaging relevant stakeholders.

Findings

Parts of the findings relating to kaizen are the issues with the livestock production process, aggressive leadership and the issue of livestock mortality in the case study organisation. These were discussed based on extant literature. The study affirms the importance of organisational members' commitment and adequate leadership support to achieve sustainable kaizen practices. The study highlights the need to align kaizen practices with relevant organisational practices, such as reward systems and contextual requirements for its implementation in an operational process. The study suggests that further study can focus on the dynamics of the legal system on the implementation of kaizen, especially from a developing economic background like Nigeria, where this study was conducted.

Originality/value

The study projects learning about the spatial factors that can affect the practices of kaizen in critical sectors like livestock management.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 4 May 2023

Welington Norberto Carneiro, Jose Carlos Tiomatsu Oyadomari, Paulo Afonso, Ronaldo Gomes Dultra-de-Lima and Octavio Ribeiro de Mendonça Neto

This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting.

Abstract

Purpose

This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting.

Design/methodology/approach

A qualitative case study was carried out at a multinational company using mainly interviews for the data collection that were analysed from an actor-network theory (ANT) perspective.

Findings

This paper finds that the company deals with a series of paradoxes while managing the kaizen process. Efficiency and quality paradoxes are the basis for starting kaizen projects. Furthermore, intrinsic, and extrinsic motivation, emerge in these processes, and paradoxes relate to how spontaneous ideas emerge in a deliberated context of cost-saving objectives. The supply chain finance team coordinates kaizen projects with the collaboration of plant managers, promoting the paradox of autonomy and control. In addition, as kaizen mobilises and enrols the actors, some trials of strength emerge, showing actors who oppose the kaizen network and create competing networks that mutually exist in the firm.

Practical implications

This study presents valuable insights for professionals to successfully implement kaizen methodologies that take advantage of developing a network for problem-solving in organizations.

Originality/value

This study highlights the supply chain finance team's role in enrolling the actors within a network built by practitioners engaged in kaizen projects. Usually, engineers, quality, or manufacturing teams lead kaizen projects, and only occasionally, accounting and financial teams participate, including multidisciplinary teams.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

1 – 10 of over 2000