Development of a Quick Instrument Measuring Kaizen Culture (for Chinese)

Tsao, Liuxing; Rau, P. L. Patrick; Ma, Liang

doi:10.1016/j.promfg.2015.07.567

Cited by 10 publications

(14 citation statements)

References 3 publications

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“…This study was conducted with the focus on proposing an evaluation model which empowers decision makers to assess their compatibility of organizational culture to Lean culture before any deployment. Literature review revealed that national culture differences influence on Kaizen programs adoption and Lean transfer (Wong, 2007;Yokozawa, et al, 2010;Yokozawa & Steenhuis, 2013;James & Jones, 2014;Wangwacharakul, et al, 2014;Pakdil & Leonard, 2015;Tsao, Rau & Ma, 2015;Zimmermann & Bollbach, 2015). Moreover, some studies examined cultural profile of Lean organization through GLOBE model (House et al, 2004) which the results are in contradictions (Kull et al, 2014;Bortolotti et al, 2015).…”

Section: Discussionmentioning

confidence: 99%

A Model to align the organizational culture to Lean

Taherimashhadi

Ribas

2018

JIEM

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Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.

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Section: Discussionmentioning

confidence: 99%

A Model to align the organizational culture to Lean

Taherimashhadi

Ribas

2018

JIEM

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“…Based on the theoretical foundations and previously conducted empirical studies related to this matter (Benčiková et al, 2019;Cassar et al, 2014;Malhi, 2013;Miller et al, 2017;Travaglianti et al, 2017;Tsao et al, 2015), the following hypotheses were formulated: H1: Within the profile of a Slovak SME employee, development of cognitive and affective components has an impact on the development of this employee's behavioral component with regard to building quality culture that focuses on behavioral approach to quality. H2: The cognitive component is the strongest within the profile of Slovak employees with regard to building quality culture that focuses on behavioral approach to quality.…”

Section: Methodsmentioning

confidence: 99%

“…Based on the researches reported by various authors (Miller et al, 2017;Srinivasan & Kurey, 2014;Tsao et al, 2015) who focused on building quality culture, we found out that for an enterprise building the culture of quality while targeting the behavioral approach to quality, it is essential to focus on creating such environment that will enable new approaches to management and effective communication, while supporting the fundamental view and belief, change, and development of people engagement.…”

Section: Cognitivementioning

confidence: 97%

“…Therefore, it can be stated that the more people in an enterprise perceive that certain presumptions and behaviors lead to a success, the deeper and stronger these assumptions and behaviors are incorporated in the enterprise's corporate culture. Quality culture, or culture of quality (Miller et al, 2017;Nenadál et al, 2018;Srinivasan & Kurey, 2014;Tsao et al, 2015) is described and defined as a situation when people are rewarded and taken care of with regard to their development; a situation which leads to fulfilling the needs of all stakeholders, claims positive vision of the future, and creates such environment which allows for, and sometimes even welcomes, problems, and failures. A directed failure in such culture represents the environment for learning, while solving problems is done in a unified style, decisions are made on the basis of data and objective facts, beliefs and attitudes, as well as the assumptions and values related to good or bad, are clearly defined in such culture, while at the same time confronted with reality of common business practice.…”

Section: Cognitivementioning

confidence: 99%

“…Culture of quality, however, attempts to maintain the positive changes in a long run (Cassar et al, 2014). Among the main characteristics of quality culture belong: proactive approach, good quality information flows, appropriately adopted beliefs, development of engagement, support of the immediate decision-making and accepting initiatives, support of wise risk, and customer orientation (Avey et al, 2018;Bakotic & Rogotoc, 2017;Nenadál et al, 2018;Tsao et al, 2015;Yusof et al, 2018). Switching to quality culture requires a lot of adaptation.…”

Section: Managerial Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Behavioral approach to quality: An empirical study in Slovak SMEs

Závadský

Malá

Benčíková

et al. 2020

Cogent Business & Management

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The outcome of our research is a proposal that will suggest development of the individual components of employee profile, with respect to supporting the behavioral component of employee profile by the enterprise, which should greatly participate in developing quality culture in the whole enterprise. The object of our research is the individual component of the employee profile in an enterprise which uses the behavioral approach to quality; while the subject is the employees of SMEs in Slovakia. The sample representativeness, according to the selected criteria-size of enterprise and respondents' gender, was confirmed by the Chi-square test. The main contribution of this paper should be seen in analyzing the levels of individual components of the employee profile as a part of the behavioral approach to quality management in Slovak SMEs. Among the individual components of the employee profile, a strong direct dependence was found, which means that by developing the affective and the cognitive components, the behavioral component develops as well. This further leads to a developing behavioral approach to quality management in Slovak small and medium enterprises.

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