Search results

11 – 20 of over 2000
Article
Publication date: 10 June 2019

Brian Vo, Elif Kongar and Manuel F. Suárez Barraza

The purpose of this paper is twofold: first, a case study on the application of lean production principles in a manufacturing facility is presented to demonstrate the impact of…

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Abstract

Purpose

The purpose of this paper is twofold: first, a case study on the application of lean production principles in a manufacturing facility is presented to demonstrate the impact of frequent and systematic use of a Kaizen event on quality and delivery performance. Second, the detailed description and analysis of the Kaizen event and its impact are provided, including a comprehensive analysis of the role of Kaizen events on employee participation and motivation.

Design/methodology/approach

The study utilizes a Kaizen event’s case study data with the help of various waste detection and elimination tools and techniques. Changes in overall productivity along with potential long-term improvements in the delivery process are also analyzed and documented.

Findings

Pre- and post-quality measures are provided to demonstrate the results of the event on the production quality and on the performance of the overall manufacturing processes. Qualitative findings regarding performance measurements and the impact on the employees are reported.

Research limitations/implications

The Kaizen team applied analytical techniques to one manufacturing site in North America of a company that has a manufacturing presence in 20 different countries.

Originality/value

Kaizen studies involving packaging operations are quite limited. This study fills this gap by detailing the Kaizen event implementation in a packaging delivery and dispensing systems manufacturer for the cosmetic industry. The implementation of this Kaizen event is detailed along with the data and techniques utilized for process improvement. The study also reports findings regarding the impact of the Kaizen event on employee participation.

Details

International Journal of Productivity and Performance Management, vol. 68 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 27 December 2021

Tasseda Boukherroub, Lysane Ouellet, Guillaume Lemay, Nathalie Bibeau, Diane Thiffault and Nicole McNeil

This study aims to improve accessibility to frontline psychological services for youths in difficulty. In the province of Quebec, Canada, the first significant intervention must…

Abstract

Purpose

This study aims to improve accessibility to frontline psychological services for youths in difficulty. In the province of Quebec, Canada, the first significant intervention must take place within 30 days for at least 75% of the clients. Achieving this target is challenging. This was observed in the Youth Programme of a health-care network in Montreal (Centre Intégré (Universitaire) de la Santé et des Services Sociaux Centre-Sud-de-l’île-de-Montréal).

Design/methodology/approach

Lean Six Sigma (LSS) approach within the Action Research methodology was used. Define, Measure, Analyse, Innovate, Implement and Control structure combined with Lean techniques and a Kaizen event were implemented.

Findings

In total 69% of the clients have now had their first intervention within 30 days and 91% within 60 days. Improving accessibility to frontline services led to improving accessibility to second-line services. Communicating performance objectives to employees led to increasing their awareness about the importance of performance assessment and their willingness to contribute to improvement. The Kaizen event was a driving force that enabled more collaboration and trust. The participation of a partner-client in the Kaizen helped finding client-centred solutions. The large number of participants in the Kaizen added complexity.

Research limitations/implications

It was difficult to sort and rank a large number of solutions during the Kaizen. The impact of hiring additional employees has not been investigated. Despite the significant improvements, the targets were not achieved. More research is required to identify more accurately critical factors that have a major impact on the success of LSS projects involving complex processes.

Originality/value

This study contributes to the body of knowledge in Lean health care. It describes Lean tools/techniques used, solution implementation and improvements achieved in a real context. 10 success factors and 4 challenges were identified. The study provides a model for other organizations for developing their own roadmap to improve accessibility to their services, notably in large and complex processes.

Details

International Journal of Lean Six Sigma, vol. 13 no. 4
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 1 March 2005

M.L. Emiliani

To illustrate the applicability of kaizen in higher education.

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Abstract

Purpose

To illustrate the applicability of kaizen in higher education.

Design/methodology/approach

Kaizen process was used for ten courses contained in a part‐time executive MS degree program in management.

Findings

Kaizen was found to be an effective process for improving graduate business school courses and the value proposition for students.

Research limitations/implications

Further opportunity to quantitatively correlate kaizen results with student satisfaction.

Practical implications

Kaizen can help higher education institutions compete more effectively against both traditional non‐profit and newer for‐profit sources of higher education.

Originality/value

Presents insights, lessons learned, and critical reflections from the first known application of kaizen in higher education for this purpose.

Details

Quality Assurance in Education, vol. 13 no. 1
Type: Research Article
ISSN: 0968-4883

Keywords

Article
Publication date: 5 April 2013

Gao Shang and Low Sui Pheng

Kaizen or continuous improvement is a renowned Japanese management philosophy implemented in many industries all over the world. It is geared towards the everyday worker and…

2252

Abstract

Purpose

Kaizen or continuous improvement is a renowned Japanese management philosophy implemented in many industries all over the world. It is geared towards the everyday worker and management, and aims to continually improve the workplace, even on a small scale. The extent of implementation in China is unknown. This paper seeks to discuss this issue.

Design/methodology/approach

This study has the objective of filling a gap by addressing the implementation issues facing kaizen in a project setting, and employs qualitative methods to investigate the application of kaizen within large Chinese construction firms. The material for this study is taken from interviews of 27 Chinese building professionals from 16 large Chinese firms in 2011.

Findings

The interview results indicate that different types of activities associated with kaizen have been adopted by Chinese construction firms at the project level.

Research limitations/implications

There are considerable challenges identified in this study. This includes the lack of a supporting culture, compressing schedules, limited resources and especially the lack of professionals with sufficient understanding of kaizen. In order to put Chinese construction firms in a better position to implement kaizen, this study concludes with a number of strategies for overcoming these challenges.

Originality/value

The respondents' perceptions of kaizen, as well as its possible applications in real life projects, were sought. In addition, the infrastructure of kaizen within the Chinese construction project setting was also investigated in this study.

Details

Journal of Technology Management in China, vol. 8 no. 1
Type: Research Article
ISSN: 1746-8779

Keywords

Article
Publication date: 2 February 2015

Jagdeep Singh and Harwinder Singh

– The purpose of this paper is to provide an overview of the history and existing research on continuous improvement (CI).

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Abstract

Purpose

The purpose of this paper is to provide an overview of the history and existing research on continuous improvement (CI).

Design/methodology/approach

Extensive review of the literature.

Findings

This paper provides an overview of CI, its inception, how it evolved into sophisticated methodologies used in organizations today, and existing research in this field in the literature.

Research limitations/implications

The literature on classification of CI has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various CI implementation practices demonstrated by manufacturing organizations globally. It also highlights the sophisticated CI methodologies suggested by various researchers and practitioners in the field of CI.

Practical implications

The literature on classification of CI has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various CI implementation practices demonstrated by manufacturing organizations globally. It also highlights the sophisticated CI methodologies suggested by various researchers and practitioners in the field of CI.

Originality/value

The paper contains a comprehensive listing of publications on the field in question and its classification. It will be useful to researchers, improvement professionals and others concerned with improvement to understand the significance of CI. It should be of value to practitioners of CI programmes and to academics who are interested in how CI has evolved, and where it is today. To the authors’ knowledge, no recent papers have provided an historical perspective of CI.

Details

Benchmarking: An International Journal, vol. 22 no. 1
Type: Research Article
ISSN: 1463-5771

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: 29 June 2010

Fernando Sandoval‐Arzaga and Manuel F. Suárez‐Barraza

One of the main problems for managers is forming work groups where experts' knowledge is truly utilized in order to successfully solve the task assigned. The question that arises…

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Abstract

Purpose

One of the main problems for managers is forming work groups where experts' knowledge is truly utilized in order to successfully solve the task assigned. The question that arises is: “How can expert knowledge be best utilized for different types of teams?” The purpose of this article is to explore and describe how experts' knowledge is deployed in a specific context, as with Kaizen teams.

Design/methodology/approach

This study used a qualitatively based interpretive methodology, applying the case study as a research strategy through a dual design, which combines longitudinal and retrospective studies.

Findings

As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts.

Research limitations/implications

This study is supported in the context of three case studies. Therefore does not seek the empirical generalization but analytical generalization.

Practical implications

As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts.

Social implications

Sharing knowledge and promoting organizational learning goes beyond individual benefits and the organization to have an impact on society as it promotes dialogue, collaboration and respect as a way to solve problems and propose solutions.

Originality/value

Amplifying knowledge deployment between the expert and the apprentice in a Kaizen context is one of the unexplored topics in literature on continuous innovation and knowledge management.

Details

Development and Learning in Organizations: An International Journal, vol. 24 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 20 April 2018

Fernando Gonzalez-Aleu, Eileen M. Van Aken, Jennifer Cross and Wiljeana J. Glover

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…

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Abstract

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.

Details

The TQM Journal, vol. 30 no. 4
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: 1 May 2004

Kaizen – or continuous improvement – has long been recognized as a key factor in the success of Japanese companies. Consequently, many Western companies have striven to imitate…

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Abstract

Kaizen – or continuous improvement – has long been recognized as a key factor in the success of Japanese companies. Consequently, many Western companies have striven to imitate and implement the concept with varying degrees of success. Despite a vast body of research there has been little attempt to describe kaizen in detail. A new study from the Said Business School in Oxford focuses on how managers and workers in Japanese companies perceive and apply it; and on how it fits into everyday operational management practices.

Details

Strategic Direction, vol. 20 no. 5
Type: Research Article
ISSN: 0258-0543

Keywords

11 – 20 of over 2000