Kaizen events and organizational performance: a field study

Abstract

PurposeThe purpose of this paper is to describe the application of an assessment methodology to empirically measure and evaluate the impact of kaizen events on organizational performance, including human resource outcomes.Design/methodology/approachA field study of two kaizen events held within a single organization utilizing both quantitative (survey) and qualitative (interviews and organizational documents) data was conducted. Sustainability of outcomes was also studied.FindingsThis study empirically illustrates that, even within a single organization, kaizen events may have varied success. Management support was found to be related to human resource outcomes. Positive attitudes at the conclusion of a successful event, however, did not automatically translate to sustained improvements. Additionally, the kaizen event team with a more limited scope was better able to meet targeted business objectives.Originality/valueThe methodology described can assess the impact of kaizen events on business performance and human resource outcomes; the latter has largely been ignored in the kaizen events scholarly literature. This study demonstrates that initial success in business outcomes and human resource outcomes are not necessarily correlated and that success may vary over time. Leaders need to pay close attention to follow‐up mechanisms to ensure sustainability.

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

“…KE is designed for low capital and short execution time. While, BPR involves using new technologies that require large capital and take more time to implement it (Grover, 1999;Doolen et al, 2008). Dramatic improvement particularly in the OP will have an impact on enhancing the skills of employees and managers.…”

“…Some have successfully improved their quality, financial and management; there are those who have failed due to several factors such as organizational culture and work environment . Then, according Doolen et al (2008) KE to improve OP because KE has more limited scope and does not involve a lot of capital to achieve company objectives. A culture of KE will eventually also yield large innovations in the form of compounded improvement.…”

“…KE aims to control the operation of the working environment; it also aims to improve processes and efficiency of workers (Brunet et al, 2003;Ventakiah and Sagi, 2012). According Doolen et al, (2008) Kaizen is one of the mechanisms of structural improvement that could be implemented by any organization.…”

Melhores práticas para garantia de sustentabilidade de melhorias obtidas através de eventos kaizen

“…Deve-se então, agora que já foram abordados os conceitos da mentalidade enxuta, apresentar e analisar uma das formas mais recorrentes na literatura para a implantação de MELNYK et al, 1998;BODEK, 2002;BANE, 2002;DOOLEN et al, 2008). Esta abordagem prática, de acordo com Upton (1996), pode ser implantada em grande parte por um agente de mudanças, o qual é considerado um veículo indispensável para a evolução dos processos de melhoria contínua dentro da empresa (BESSANT et al, 2001).…”

“…Porém, para Womack (2010), do Lean Enterprise Institute (EUA), Garcia-Sabater e Marin-Garcia (2009), da Universidad Politécnica de Valencia (Espanha), Doolen et al (2008), da Oregon State University (EUA), Rentes (2008), da Universidade de São Paulo (Brasil), Jorgensen et al (2007), da Aalborg University Fibigerstrade (Dinamarca), e Bateman (2005), da Cardiff University (Reino Unido), quando o termo sustainability 1 é relacionado com o Lean Manufacturing 2 , significa, principalmente, a sustentabilidade da manufatura enxuta em si, tanto em termos de como manter o impulso inicial, uma vez que os Eventos Kaizen "pilotos" estão completos, quanto em como os membros da organização podem realmente desenvolver as suas capacidades de implantação do lean. É neste sentido que vamos utilizar o termo sustentabilidade ao longo desta dissertação.…”