Prioritising the enablers for the successful implementation of Kaizen in China

Kaizen transferability in non-Japanese cultures: a combined approach of total interpretive structural modeling and analytic network process

Purpose

The literature on Kaizen transferability to non-Japanese culture is still evolving. The results suggest that the relevant research is still at a descriptive and explanatory stage. This study aims to identify and prioritize the importance of significant Kaizen transferability factors in a non-Japanese culture.

Design/methodology/approach

A decision theory-based prescriptive analysis methodology was used to analyze identified Kaizen transferability success factors. Firstly, a list of Kaizen transferability factors was devised from the literature using a systematic literature review. Secondly, an integrated interpretative structure modeling and analytic network process approach were applied to generate preference among factors.

Findings

A framework with a prioritized Kaizen transferability success factors included, in ascending order, organization culture, employee participation, employee discipline, employee personal initiative, top management commitment, management enforcement, employee eagerness, management support and national culture and traditions.

Research limitations/implications

Managers and decision-makers would better understand where to direct their effort and attention to implement the Kaizen management philosophy to improve firm-level productivity. Although the factors studied in this research considered the Indonesian context, the proposed framework could be replicated and extended to include other cultures.

Originality/value

The present work contributes to the limited studies and documentation on Kaizen activities' transferability challenges and the Kaizen body of knowledge in developing countries. This study should help organizations in other developing countries, assimilate how to adopt and manage the Kaizen philosophy implementation by following the framework created in this research.

Enhancing customer satisfaction using Kaizen: a case study of Imperial Tobacco Company (ITC)

Purpose

With rising income and changing lifestyle, increased disposable income along with rapid urbanization is boosting the country’s biscuit market. The purpose of this paper is to represent the implementation of Kaizen in a biscuit-manufacturing unit of Imperial Tobacco Company (ITC). Although the concept of Kaizen is not a standard practice in India, the company chosen for the case study has a prominence in the Indian market.

Design/methodology/approach

The methodologies that have been applied to implement Kaizen in the ITC are discussed. Why-Why techniques, fishbone diagram, failure modes and effects analysis, ABC analysis have been used to study cause and effects.

Findings

It was found that the yield was increased from 88.3 to 92.2 percent, which was a significant change, as far as the product line is concerned. The product complaints were reduced to zero with an added increased product quality rating system to 98.2 from the existing rating of 96.7. The product consistency was also improved as an application of Lean in the manufacturing process.

Research limitations/implications

This case study is restricted to the manufacturing sector, especially in the field of biscuit company.

Practical implications

The paper should assist those practitioners and consultants who have the desire to find a better way of Kaizen implementation in small-scale industries of India. The academia can also use this case study for a better understanding of the difference between the theoretical and application aspects of the concept.

Originality/value

This paper is an original contribution in the existing body of literature. It shows the application of Kaizen in the manufacturing sector in India.

V, Antony J. Assessment of Lean Six Sigma Readiness (LESIRE) for manufacturing industries using fuzzy logic

Purpose

Many organizations have reported significant benefits after the implementation of Lean Six Sigma (LSS). Embracing LSS requires asking some important questions: How Lean Six Sigma Readiness (LESIRE) can be measured? How can an organization identify the barriers for LESIRE? Answers to these questions are critical to both academicians and practitioners. The paper aims to discuss this issue.

Design/methodology/approach

This study illustrates the development process of a Lean Six Sigma Readiness (LESIRE) evaluation model to assess an organization’s readiness for LSS deployment using the fuzzy approach. The model was developed from 4 enablers, 16 criteria and 46 attributes of LSS, identified through a literature review.

Findings

To demonstrate the efficiency of the model, this study testing the LESIRE evaluation model in three Indian SMEs. Using experts’ ratings and weight, the researchers calculated the Fuzzy Lean Six Sigma index (FLSS) which indicates the LESIRE level of an organization and the Fuzzy Performance Importance Index (FPII) that helps to identify the barriers for LESIRE.

Research limitations/implications

The main limitations of this study are that it did not consider the failure factors of LSS for model development and the LESIRE was only tested in manufacturing industries. Thus, future researchers could focus on developing a model with failure factors. The results obtained from the SMEs show that LESIRE is capable of assessing LESIRE in an industrial scenario and helps practitioners to measure LESIRE for the future decision making process.

Practical implications

The LESIRE model is easy to understand and use without much computation complexity. This simplicity makes the LESIRE evaluation model unique from other LSS models. Further, LESIRE was tested in three different SMEs, and it aided them to identify and improve their weak areas, thereby readying them for LSS deployment.

Originality/value

The main contribution of this study it proposes a LESIRE model that evaluates the organization for FLSS and FPII for LESIRE, which is essential for the organization embarking on an LSS journey. Further, it improves the readiness of the organization that is already practicing LSS.

The relationships between shop floor management and QCCs to support Kaizen

Purpose

The purpose of this paper is to develop and redefine the “classic” roles of shop floor management and quality control circles (QCCs) in Kaizen. In specific, it aims to examine the linkage between shop floor management and QCCs, and test the relationships among shop floor management, QCCs and long-term Kaizen improvement outcomes.

Design/methodology/approach

This study employs qualitative method by using a questionnaire to obtain data from 371 respondents in nine Sino-Japanese automotive joint-ventures. The data are analysed with the method of canonical correlation approach.

Findings

The study identifies important factors to assist the adoption of shop floor management and QCCs for Kaizen. The analysis on the survey indicates that not all the shop floor management tools could help to identify improvement opportunities. QCCs are effective in addressing large problems and challenging current policies in companies, however, they have low impacts on individual learning.

Research limitations/implications

The data of this study come from nine Sino-Japanese automotive joint ventures. Therefore, the sample selection is limited to these companies. The findings are able to be applied for improving the similar problems which were identified in this study.

Practical implications

The study has the following practical implications, first is small shop floor problems can be identified and solved rapidly and continuously at source by shop floor management. The second one is QCCs, or other similar group-based improvement approaches take long to be fully addressed and implemented. Third, practical solutions can be achieved from small and gradual changes, and they can prevent the results backsliding to the pre-improvement stage. Finally, QCCs are hardly to achieve a better improvement alone. It requires other Kaizen approaches to support.

Originality/value

This study is probably the first to explore and investigate the implementation of the four building block tools of shop floor management in real business practise, and more specific the first to discuss the relationship among shop floor management, QCCs and long-term improvement outcomes based on empirical data from Sino-Japanese automotive joint-ventures.

Total productive maintenance, kaizen event, and performance

Purpose

The purpose of this paper is to determine the relationship between total productive maintenance (TPM), kaizen event (KE) and innovation performance (IP) for Malaysian automotive industry using structural equation modeling (SEM).

Design/methodology/approach

The samples were selected from the list of Proton and Perodua automotive industry. The number of collected respondents was 238 respondents. An SEM technique was used in the study. In order to test the reliability and validity of the instrument, reliability analysis, exploratory and confirmatory factor analysis were conducted.

Findings

Based on the results, KE does not affect the relationship between TPM and IP. However, the impact of TPM on IP increases with mediating of KE for Malaysian automotive industry. Thus, this study has shown that empirical test results prove that the implementation of TPM and KE has improved the IP for Malaysian automotive industry.

Research limitations/implications

This study only focused on the Malaysian automotive industry. The other limitation in this research is the number of factors and limited measurement in this study. Only a few TPM, KE and IP measurements were considered. By using the SEM technique, four TPM constructs, three for KE constructs and three for IP measures were developed and verified. Therefore, this study can assist the researchers and practitioners to the practice of TPM, KE and IP for Malaysian automotive industry.

Originality/value

This research provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve IP through the implementation of TPM and KE for Malaysian automotive industry.

Kaizen and continuous improvement – trends and patterns over 30 years

Purpose

The 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/approach

The 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.

Findings

The 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 implications

If 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/value

Prior data mining studies pinpointing how Kaizen and CI have evolved over the last 30 years appear not to exist.