El kaizen en una organización deportiva: un esquema de mejora continua

Barraza, Manuel F. Suárez; Dávila, José Ángel Miguel

doi:10.22431/25005227.129

Cited by 5 publications

(9 citation statements)

References 23 publications

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“…For Masaaki Imai (1989), the philosophy of Kaizen refers to the continuous improvement of all actors in social, professional and personal life. Suárez-Barraza (2007) indicates that Kaizen is made up of five guiding principles, among which is to be found the improvement of daily work. This guiding principle is based on the improvement cycle Plan, Do, Check, Act (PDCA) or Deming , which has the purpose of solving operational problems of daily work processes.…”

Section: Literature Reviewmentioning

confidence: 99%

Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization

Suárez‐Barraza

Miguel-Dávila

Morales-Contreras

2021

IJQSS

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Purpose The purpose of this paper is to explore, study, analyze and implement Kaizen–Kata methodology in a service food organization (first-level restaurant), facing challenges in different operational processes that affect and influence the case company performance and customer satisfaction. Design/methodology/approach The service organization implemented Kaizen–Kata methodology to improve one operational problem process. A case-study approach was used in this research to understand the effects of the Kaizen–Kata methodology in solving problems in their operational service process. Different Kaizen–Kata techniques and tools (histograms, Pareto chart and Ishikawa diagram) using the Plan, Do, Check, Act improvement cycle framework were used. Findings Successful implementation of the proposed methodology reduced the main impact of the problem’s effects (customer’s complaints, process reworking, extra-cost, delays, among others). The effects of the problem were reduced on average by 70%. Some Kaizen–Kata routines were identified in a service process environment. Research limitations/implications The main limitation of the research is that this work is a just one-case study. A main generalization is not possible, because it involves a company within a company. Practical implications Some other service companies can use the Kaizen–Kata methodology to solve any kind of operational problem within their processes. Service managers can learn about the methodology to apply and improve their operational performance and handle customer’s complaints. Originality/value A continuous improvement manufacturing methodology was imported to apply in an operational service process. The Kaizen–Kata methodology contributed significantly to reduce delays, handle customer’s complaints, process reworking and deal with extra costs, among other operational problems’ effects. In addition to that, in the literature, most of the Kaizen applications are in manufacturing companies. To the best of authors’ knowledge, this was the first study of applied Kaizen–Kata in a service organization (a fast-food restaurant).

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Section: Literature Reviewmentioning

confidence: 99%

Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization

Suárez‐Barraza

Miguel-Dávila

Morales-Contreras

2021

IJQSS

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“…Therefore, Kaizen has also been seen as an ethical force internal to each worker, who is able to solve problems voluntarily on a day-to-day basis, fully convinced of its merit (Styhre, 2001). To sum up, Kaizen begins to be visualized as a “philosophy of life” which can cover the personal, family, social and of course, the work side (Imai, 1986a, b; Gondhalekar et al , 1995; Suárez-Barraza, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

Kaizen event approach: a case study in the packaging industry

Kongar

Barraza

2019

IJPPM

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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.

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“…Other authors go further, embracing the ideas of Taichi Ohno at the Toyota Motor Company, who argues that Kaizen should be uppermost in employees' thoughts every second of the day (Suárez‐Barraza, 2007). The Japanese Union for Scientifics and Engineers uses Kaizen as an axiom to define other concepts without delving into the term itself (Bhuiyan and Baghel, 2005).…”

Section: What Is Kaizen?mentioning

confidence: 99%

Thoughts on kaizen and its evolution

Suárez‐Barraza

Ramis‐Pujol

Kerbache

2011

Lean Six Sigma Journal

103

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PurposeSince Masaaki Imai coined the term Kaizen in the mid 1980s it has been regarded as a key element in the competitiveness of Japanese companies. However, even though Kaizen was defined by the author who created the term, writings by scholars and practitioners in the field exhibit a certain degree of ambiguity and inconsistency. Finally, there is a clear need to develop this theory in the field of operations management. The purpose of this paper is to analyse Kaizen in the academic and practitioner literature, in order to better understand it and further explore and contribute to its potential theoretical profile.Design/methodology/approachA literature review was carried out using Kaizen as a search term. Various databases were used for this purpose and books written by both scholars and by practitioners on the subject were also consulted. The literature concerning Kaizen was methodically analysed and categorised.FindingsThe findings of the study indicate that Kaizen is presently displayed under three perspectives or umbrellas, which include a series of principles and techniques. By comparing the three perspectives, a set of guiding principles and/or cornerstones for Kaizen have also emerged.Research limitations/implicationsAnalysis and classification is based on the literature that has been found and reviewed, along with the knowledge of authors on the subject, and may include other features as well as other angles of analysis.Practical implicationsThe Kaizen literature review is very limited. In writing this paper a considerable number of articles and research related to Kaizen has been reviewed. This review resulted in an initial classification of Kaizen (three umbrellas) and four major topics, which may prove useful for managers or executives who are introducing or developing Kaizen in their organizations.Originality/valueAs far as the authors are aware, this is one of the first papers that proposes a literature review in an attempt to clarify Kaizen, both in academic and practitioner ambits.

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El kaizen en una organización deportiva: un esquema de mejora continua

Cited by 5 publications

References 23 publications

Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization

Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization

Kaizen event approach: a case study in the packaging industry

Thoughts on kaizen and its evolution

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