Utilizing Kaizen process and DFSS methodology for new product development

Abstract

Purpose The purpose of this paper is to propose a new framework for early design stage utilizing the benefits of Kaizen events, and Design for Six Sigma (DFSS) methodology. To gain a better understanding of the proposed method, a case study of a diesel engine development was presented where the proposed methodology was followed. Design/methodology/approach This paper proposes a hybrid Kaizen DFSS methodology consisting of four Kaizen milestone events with pre-work preceding these events. The events are in line with the four phases of DFSS methodology (define, characterize, optimize, and verify). Findings In order for the proposed method to succeed, few key enablers should be available such as management buy-in and support, effective resources utilization, and proper planning. However, this methodology should be utilized for key projects where criticality is high and deadlines are nearby. Practical implications As proved by two projects, one of them is presented in this paper; the use of the proposed methodology is effective and can bring significant positive changes to an organization. Originality/value Although Kaizen is an old and well-known process, it is to the best of the author’s knowledge that Kaizen has not been utilized in the early design stages of new product development projects. In this paper, a hybrid methodology combining traditional DFSS systematic approach conducted using Kaizen improvement events is proposed and supported by a real-life case study.

Kaizen, a continuous improvement practice in organizations

“…The Kaizen philosophy is not easy to adopt and apply in other cultures and much less in Latin American environments such as Ecuador and Mexico; although there is vast literature available on its application (Aoki, 2008; Macpherson et al , 2015; Kumar and Kumar, 2014; Yokozawa and Steenhuis, 2013; Suárez-Barraza et al , 2011; Awad and Shanshal, 2017). Therefore, senior management’s commitment to continuous improvement processes is key to the successful implementation and sustainability of the Kaizen philosophy.…”

“…Thus, studying human behavior and organizational structure becomes a vital task for Kaizen sustainability (Lam et al , 2015; Oprime et al , 2011). Therefore, managers must be leaders in the implementation of improvement programs, developing a sense of belonging in the workers, providing training and professional development, as human talent fosters the culture of change and is the key to the successful achievement of continuous improvement (Awad and Shanshal, 2017). In the face of this, the managerial commitment and the development of human talent are presented as a key factor in this study, when training is planned and structured.…”

Total productive maintenance, kaizen event, and performance

“…This statement is supported by Farris et al (2009) who showed that KE is capable of adaption to the organization culture. It is also seen as one of the lean tools which assist to ensure that operations become more smoothly by removing wasteful activities that are of no value from the customer perspective (Awad and Shanshal, 2017).…”

Enhancing customer satisfaction using Kaizen: a case study of Imperial Tobacco Company (ITC)

“…Awad and Yassir (2017) presented a case study of a diesel engine development, where a framework of a new methodology was proposed by utilizing the benefits of Kaizen events and design for Six Sigma methodology (define, characterize, optimize and verify). The result concluded that a few key enablers should be available such as management buy-in and support, effective resources utilization and proper planning.…”