Today, numerous tools can be used in the production and other phase of the value chain with the aim of increasing operational efficiency and quality of products. However, the Kaizen can be understood as one of the basic lean techniques. Continuous improvement applied through Kaizen is a key element of Japanese management and the source of competitiveness. The benefits of an effective program of continuous improvement are reflected in cost efficiency, waste reduction and product quality improvement. Taught by Japanese success, many companies have adopted Kaizen as a technique for improving production efficiency and achieving business excellence. Despite the Kaizen implementation has led to improved performance in many companies and its application is widespread around the world, many problems and difficulties in its implementation are observed outside Japan. The process of transferability of Kaizen is influenced by many factors whose significance and intensity vary depending on the country in which it is applied. Hence, although Kaizen is very simple at first glance, it is a complex process that needs to be adapted to the specificities of the environment, taking into account numerous influential factors.
Modern business conditions have led to the development of a large number of different models for strategic performance management, which view performance measurement through the prism of financial and non-financial indicators, from multiple perspectives. Strategic performance management models should enable efficient and effective management, i.e. an adequate response to continuous changes in the business environment. Theory and practice in this area suggest the development and implementation of various integrated frameworks (models) for performance management of companies, in order to achieve business excellence. In addition to the well-known integrated models, such as the Balanced Scorecard (BSC), Performance Pyramid, SAILS model (Strategy Aligned Integrated Linked Scoring System), GRASP model (Goals-Resources-Actions-Structure-People), and others, Kanji’s Business Excellence Model (KBEM) and Kanji Business Scorecard (KBS) have been developed as well. Kanji’s model was created with the objective of eliminating the weaknesses and shortcomings of previous models, particularly the Balanced Scorecard. The application of multidimensional performance measures should increase the informational power of management in making strategic business decisions. The goal set by this paper is to consider some of the basic features of modern performance measurement and management models of companies that are represented in theory and applied in practice, and, on the basis of comparative analysis, to draw conclusions about their advantages and disadvantages.
The issue of improving the efficiency of business operations is of particular importance in the conditions of modern business environment. For managers, the big challenge is how to achieve and to maintain, not to mention how to improve efficiency in a highly heterogeneous, complex, uncertain and unpredictable business environment. Significant sources of enterprise efficiency in a modern business environment are enterprise restructuring, business activities, as well an integrated approach to cost management, which is becoming an increasingly important determinant of business success and a source of competitive advantage. The paper provides an overview of theoretical and empirical research of the effects of certain sources on the performance of the enterprise. The conclusion is that only the complementary exploitation of all sources contributes to improving the efficiency of the enterprise in the long run.
There is almost a generally accepted view that quality is one of the most important factors of company competitiveness. For this reason, quality needs to be managed. In response to the need for management and requirements for high quality, theory and practice have developed several concepts. Total Quality Management (TQM) and Kaizen are two basic concepts directly involved in continuous improvement of product and process quality in the company, aimed at achieving positive transformation in the minds and actions of employees and managers. The focus of this paper is the analysis of the mentioned concepts and their contribution to the program of continuous quality improvement. Hence, the goal set by this paper is to review the basic characteristics of TQM and Kaizen, and, on the basis of a comparative analysis, draw conclusion about the distinction between them in terms of essence and practical application in the field of quality management.
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