Improving Turnaround Time in a Hospital-based CT Division with the                     Kaizen Method

Flug, Jonathan A.; Stellmaker, Jessica A; Tollefson, Chris; Comstock, Elaine M.; Buelna, Efren; Truman, Brooke; Ponce, Lisa; Milosek, Amy; McCabe, J.F.; Jokerst, Clinton

doi:10.1148/rg.210128

Cited by 6 publications

(3 citation statements)

References 12 publications

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“…, 2022), leadership (Gastelum-Acosta et al. , 2022; Berhe, 2022; Flug et al. , 2022b) and process standardisation (Moi and Sing, 2021; Omotayo et al.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Furthermore, it increases success and reduces failure in organisational projects (Al-Hyari et al, 2019). Among the factors that contribute to the success of Kaizen projects are the appropriate organisational culture and structure (Androniceanu et al, 2023;Siew Mui et al, 2022), leadership (Gastelum-Acosta et al, 2022Berhe, 2022;Flug et al, 2022b) and process standardisation (Moi and Sing, 2021;Omotayo et al, 2018;Garc ıa et al, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In other words, Kaizen creates small and continuous changes over time, which leads to process improvement and the elimination of waste over time, thus enhancing sustainability in processes and businesses (Flug et al. , 2022a, b).…”

Section: Introductionmentioning

confidence: 99%

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Measuring the readiness level for Kaizen projects: a multi-layer Bayesian decision-making framework

Amoozad Mahdiraji,

Sharifpour Arabi,

Garza-Reyes

et al. 2023

TQM

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PurposeAcquainting organisations regarding the concepts of Total Quality Management (TQM) and its implementation is one measure that effectively improves their global position and performance. Kaizen is one of the concepts of TQM, which focuses on low-cost organisational transformational methods and often saves consuming significant resources (time, capital, etc.). Using Kaizen in organisational transformation sets efficient guidelines to improve processes agility and leanness and increase manufacturing productivity. Hence, this study aims to identify the key success factors in Kaizen projects and presents a score function that measures the readiness level of organisations to implement Kaizen projects.Design/methodology/approachA literature review first extracts the key success factors in Kaizen projects. Afterwards, the selected factors are screened via the fuzzy Delphi method using expert opinions from the manufacturing sector of an emerging economy. Subsequently, their importance is cross-examined by the Bayesian best–worst Method (BBWM). The BBWM is one of the most recent multiple criteria decision-making (MCDM) methods that lead to stable, dynamic and robust pairwise comparisons. After analysing the weights of the key factors, a score function is designed so that organisations can understand how much they are ready to launch Kaizen projects.FindingsAccording to the findings, “Training and education” and “Employee attitude” played an important role in the success of Kaizen projects. The literature extracted 22 success factors of Kaizen projects, and 10 factors were eliminated through the fuzzy Delphi method. Twelve success factors in Kaizen projects were evaluated and investigated through the BBWM. Matching to this method, “Training and education” and “Employee attitude” weighed 0.119 and 0.112, relatively. Furthermore, “Support from senior management” was the least important factor.Originality/valueTo the best knowledge of the authors, this is the first research in which the success factors of Kaizen projects have been identified and analysed through an integrated multi-layer decision-making framework. Although some studies have investigated the key success factors of Kaizen projects and analysed them through statistical approaches, research that examines the success factors of Kaizen projects through MCDM methods is yet to be reported. Moreover, the score function that measures the level of readiness of each organisation for the successful implementation of Kaizen projects is a unique contribution to this research.

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“…, 2022), leadership (Gastelum-Acosta et al. , 2022; Berhe, 2022; Flug et al. , 2022b) and process standardisation (Moi and Sing, 2021; Omotayo et al.…”

Section: Literature Reviewmentioning

confidence: 99%