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Kaizen initiatives are core organisational mechanisms in lean healthcare projects. Although they show specific peculiarities (e.g. a narrow goal and an accelerated timeframe), they can vary in the way they are planned and executed. This study investigates what types of configurations of kaizen initiatives (profiled as gestalts of specific characteristics) can exist in healthcare, if they differ for social and technical outcomes, and for their application context (here considered in terms of work area routineness and team composition). The study is based on data from 362 participants to 105 kaizen initiatives implemented in two public hospitals in Italy. It identifies three clusters (i.e. 'hard practices-oriented', 'soft practices-oriented' and 'full-lean adherent' kaizen initiatives) characterised by different social and technical outcomes. The original contribution to the lean healthcare literature is twofold: first, the simultaneous focus on performance improvement (technical outcome) and modification of operators' mindset (social outcome); second, the adoption of a configurational approach to understand how gestalts of many variables explain the dynamics that lead to social and technical outcomes. No significant differences were found among clusters in terms of work area routineness and team composition, which also opens interesting directions for future research. [ABSTRACT FROM AUTHOR]

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The US manufacturing sector faces critical challenges: improving sustainability, reducing energy consumption, and reducing greenhouse gas emissions. Energy Treasure Hunt (ETH) training, a service provided by the US Department of Energy's Better Plants program, offers a compelling solution. Although ETHs have traditionally focused on energy and cost savings, data indicate that ETHs can be used to identify opportunities to reduce emissions and water use and to support a sustainable and circular operation. These 3-day on-site events engage employees in a collaborative search for operational and maintenance efficiency improvement opportunities. The success of ETHs lies in a comprehensive methodology. Each phase in an ETH uses various tools and resources to empower employees to identify practical solutions. This study presents data from 13 ETHs conducted between 2023 and 2024 across diverse manufacturing subsectors in the United States and demonstrates that the events can help create a pragmatic decarbonization pathway. Through the events, a total of 234 energy and emissions reduction opportunities were identified, and the potential impact is significant. Implementing the recommendations could translate to annual savings of 497,299 MMBtu of energy, 64,374 kgal of water, and 4.85 million tCO2e of emissions. The fiscal savings from the proposed recommendations translate into nearly $5 million annually. This study identifies the opportunities by energy system type and by the specific actions recommended, while also analyzing the identified opportunities, presenting the most established sustainability recommendations. Case studies from participating partners are presented to further demonstrate that ETHs provide a practical and impactful approach to reducing energy consumption, emissions, and operating costs and promote a more sustainable future for the industrial sector. [ABSTRACT FROM AUTHOR]

The study aims to implement the 5S (seiri, seiton, seiso, seiketsu, and shitsuke) method and KAIZEN for emphasizing the troubles and defective products, establishing work standards, implementing fair wage assessments based on job analysis and job evaluations in a steel construction factory. By the way more objective wage assessment method is developed and workers' unrest can be resolved fairly. 5S and KAIZEN studies have been applied for 2 years in a steel construction factory. Then the evaluation of success factors within the internal structure of wage brackets utilized last year's 5S scores to enhance employees' confidence in the objectiveness of the wage system assessment. A reformer method for assessing wages has been created and put into practice, integrating both lean manufacturing principles and a job analysis and evaluation system. The framework has been tested and implemented only for a steel construction factory. In the future, studies could be conducted to assess different sector factories. The proposed framework has been successfully implemented in a medium-large scale manufacturing factory. A novel wage assessment framework that involves lean application studies integrated into the job evaluation method has been proposed in a medium-large scale manufacturing factory. [ABSTRACT FROM AUTHOR]

Total quality management (TQM) is a strategic philosophy that has adopted kaizen activities which drives the business to carry out activities effectively to yield the best desired output, hence, a profitable organization. The kaizen philosophy acts as a catalyst in productivity rate and integrated management systems (IMS) which results in drastic improvements. When the nonconformity arises within the process, the accuracy of the problem solving determines quality of preventive action, therefore the preventive action should be accompanied by the opportunity of improvement from the raised nonconformance. This research seeks to add more knowledge and upgrade technology of problem-solving models relating to the integrated management systems by examining various troubleshooting models for problem solving and preventive action related to quality nonconformances, safety incidents and engineering breakdowns. Hence, the aim of this research is for troubleshooting model technique enhancement for issues related to process engineering, quality management systems and occupational health and safety by creating a model which analyses kaizen projects from the corrective and preventive action analysis of nonconformances. The proposed troubleshooting model was developed using lean techniques and risk rating tools; it was then applied to the case study company for simulation and the outcomes resulted in the closure of nonconformances and continual improvement of future projects. The proposed model is more advantageous to the manufacturing industries seeking to improve their Corrective Action and Preventive Action (CAPA) systems. [ABSTRACT FROM AUTHOR]

Competition for Small and Medium Enterprise (SME) products is currently getting tougher, in terms of quality, timely delivery, and competitive prices. SME customers of bread and donut products sometimes complain about the visual quality of bread and donut products that are stale, burnt, and dirty. The purpose of this research is to reduce product defects during the production process and improve the quality of the bread and donut products. This research method uses a Kaizen approach combined with the Design of Experiment (DoE) one-shoot case study method and uses organoleptic tests to assess the quality of bread and donut products. This study found that there were 3 product defect problems, namely bread and donut defects that did not rise, burnt donut defects, bread defects, and dirty donuts. This research resulted in a decrease in defects of 65% from 3.84% to 1.07%. While the best DoE test results used dough type C with 10 grams fermipan/yeast composition and 15 grams bread improver, stove 165-1750C, equipment cleaning frequency 1 time for each dough, and organoleptic test with 10% beetroot extract addition resulted in a color aspect score of 70 %, 65% aroma aspect, 68.5% texture aspect, and 70% taste aspect which is liked by many people.

Purpose: The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic. Design/methodology/approach: Through broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors' common parameters impact Kaizen implementation in business operations. Findings: The results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance. Research limitations/implications: In addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic. Originality/value: The originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times. [ABSTRACT FROM AUTHOR]

Purpose: The primary objective of this research is to determine critical success factors (CSFs) that enable textile enterprises to effectively implement Kaizen, a Japanese concept of continuous development, particularly during disruptive situations. The study aims to provide insights into how Kaizen is specifically employed within the textile sector and to offer guidance for addressing future crises. Design/methodology/approach: This study employs a structured approach to determine CSFs for successful Kaizen implementation in the textile industry. The Triple Helix Actors structure, comprising business, academia and government representatives, is utilized to uncover essential insights. Additionally, the Matriced Impacts Croises-Multiplication Applique and Classement (MICMAC) analysis and interpretative structural modeling (ISM) techniques are applied to evaluate the influence of CSFs. Findings: The research identifies 17 CSFs for successful Kaizen implementation in the textile industry through a comprehensive literature review and expert input. These factors are organized into a hierarchical structure with 5 distinct levels. Additionally, the application of the MICMAC analysis reveals three clusters of CSFs: linkage, dependent and independent, highlighting their interdependencies and impact. Originality/value: Major contribution of this study is understanding how Kaizen can be effectively utilized in the textile industry, especially during disruptive events. The combination of the Triple Helix Actors structure, MICMAC analysis and ISM provides a unique perspective on the essential factors driving successful Kaizen implementation. The identification of CSFs and their categorization into clusters offer valuable insights for practitioners, policymakers and academia seeking to enhance the resilience and sustainability of the textile industry. [ABSTRACT FROM AUTHOR]

Purpose: To redesign the spare parts (MRO) inventory management at Company XYZ's warehouse, considering the conditions after the COVID-19 pandemic. Design/methodology/approach: To address this research project, the authors integrated three methodologies: action research, Lean Six Sigma (DMAIC) and Cross Industry Standard Process for Data Mining. These methodologies integrated the Lean Six Sigma (LSS) 4.0 framework applied in this project. Findings: The spare parts inventory value was reduced by 15%, and inventory turnover increased by 120% without negatively impacting the internal service level. Practical implications: Practitioners leading or participating in continuous improvement projects (CIPs) should consider data quality (data available and data trustworthiness), problem-solving approach and target area involvement to achieve CIP goals. Otherwise, the LSS 4.0 could fail or extend its duration by several weeks or months. Originality/value: This project shows the importance of controlling a target area before deciding to conduct a LSS 4.0 project. To address this problem, the LSS 4.0 team implemented 5S during the measure phase of the DMAIC. Also, this project offers significant practitioner and theoretical contributions to the body of knowledge about LSS 4.0. [ABSTRACT FROM AUTHOR]

Purpose: The main aim of this study is to review different aspects of Industry 5.0 (I5.0) along with Kaizen measures to foster this novel aspect of industrial sustainability. The study makes a comprehensive study to explore the implementation status of I5.0 in industries, key technologies, adoption level in different nations and barriers to I5.0 adoption together with mitigation actions. Design/methodology/approach: To do a systematic study of the literature, the authors have used preferred reporting items for systematic reviews and meta-analysis (PRISMA) methodology to extract articles related to the field of the study. Findings: It has been found that academic literature on the I5.0 is continuously growing as the wheel of time is running. Most of the studies on I5.0 are conceptual-based, and manufacturing and medical industries are the flag bearer in the adoption of this novel aspect. Further, due to I5.0's infancy, many organizations face difficulty to adopt the same due to financial burden, resistive nature, a well-designed standard for cyber-physical systems (CPS) and an effective mechanism for human–robot collaboration. Further studies also provide avenues for future research in terms of the identification of collaborative mechanisms between machines and wells, the establishment of different standards for comparison and the development of I5.0-enabled models for different industrial domains. Originality/value: The study is the first of its kind that reviews different facets of I5.0in conjunction with Kaizen's measures and application areas and provides avenues for future research to improve an organization's environmental and social sustainability. [ABSTRACT FROM AUTHOR]

Purpose: World Health Organizations (WHO) (2023) states that governments and employers have a responsibility to uphold that right by providing work that simultaneously prevents workers from experiencing excessive stress and mental health risks. The business environment continues to produce a lot of stress on workers, which includes internal pressures to achieve results and employees suffer the consequences. Some companies have turned to mindfulness as a technique that helps mitigate these consequences and have joined Kaizen as a process improvement technique in the work environment. Therefore, this study has a research purpose: "to comprehend the possible linkage between Kaizen philosophy from an individual perspective, with Mindfulness ZEN Buddhism technique to understand the individual benefit (well-being) of each employee in organizations." The answer to this represents the research gap in this article. The research questions governing this study are as follows: RQ1: Does Mindfulness is used as Kaizen technique of personal-individual improvement in 21st-century organizations? RQ2: What elements and characteristics of Kaizen and mindfulness can be found working together? And RQ3: Which qualitative impact of mindfulness and Kaizen in the workplace outcome (well-being, performance of the job (process)) and relationships with other employees)? Design/methodology/approach: This research used a qualitative approach due to the recent phenomenon studied. In a certain way, it was used a mixed-method (combination of qualitative data – web search secondary data analysis and qualitative research-Convergence Model). First, it was done an intensive web search with the aim to identify companies' corporate mindfulness programs, along with companies which have applied mindfulness and Kaizen programs. It was identified a group of big companies with global and international presence ("famous" for their products and services) in diverse industrial and service sectors, country of origin and business locations; with the purpose of getting a holistic vision of all organizations which have practice Kaizen and mindfulness. Therefore, this study explored secondary data related to both practices, analyzing reports or briefings published in management magazines and official WEB pages and/or business magazines. Findings: As a result of the triangulation of the data with its secondary data convergence model and qualitative research, a theoretical framework was reached that shows the benefits of the two combined twin techniques of Kaizen and mindfulness. The worker experiences a path that goes from concentrating on the execution of their processes, following their operating standards (Standardize, Do, Check, Act [SDCA] cycle), going through the evolution to continuous improvement or Plan-Do-Check-Act (PDCA) cycle, experiencing work with concentration-awareness and reducing your daily stress, maintaining high sensitivity to the work process and your environment and finally, discovering an essential life purpose. Finally, worker experiences benefit when there is wide application of both with the SDCA and PDCA cycles such as high motivation, constant learning from your mistakes, day-to-day learning and the Munen Musso (not using the mind). Research limitations/implications: The main limitation is the qualitative methodological bias and secondary data research. In addition, to have a theoretical sample. However, the richness of the data helps to overcome this limitation. On the other hand, the qualitative research interviews are for a certain geographical area, therefore, the results cannot be generalized. Practical implications: The results of this research can shed light on operations managers in the use of techniques for continuous improvement and improvement of people's quality of life, such as mindfulness. In Mexico, they are beginning to be used jointly (twin techniques) to comply with Regulation 035 of psychosocial risk, the researchers are sure that in other countries it will be used in the same way to comply with regulations. However, the research findings show the benefits that can be provided to workers in organizations by applying Kaizen and Mindfulness together. Originality/value: To the best of the authors' knowledge, according to the literature review, this is the first article that explores the relationship between Kaizen and Mindfulness as twin techniques that help improve the individual quality of life of employees in organizations. [ABSTRACT FROM AUTHOR]

Purpose: During crises, notably the recent COVID-19 pandemic, a heightened sense of urgency has manifested as a catalyst for improvement within organizations. The present study aims to explore the influence of a sense of urgency on individual kaizen performance. Additionally, the study delves into the potential moderating roles of organizational culture in this relationship. Design/methodology/approach: Data samples include 481 employees who are working at Japanese manufacturing companies. SPSS software is used for data analysis, comprising measurement test, correlation and regression analysis. Findings: A sense of urgency was found to predict a higher number of accepted suggestions. Moreover, there is a significant and positive interaction effect of adhocracy culture and a sense of urgency on writing and submitting ideas. Originality/value: As an initial study that empirically tests the relationship between a sense of urgency and individual kaizen performance, this paper contributes to the literature on kaizen, change management and innovation. It also corroborates previous research on the Person-Organization fit framework. [ABSTRACT FROM AUTHOR]

Purpose: Acquainting 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/approach: A 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. Findings: According 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/value: To 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. [ABSTRACT FROM AUTHOR]

Purpose: This study empirically tests a model of human capital (HC) factors affecting the organisational competitiveness (OC) of automotive parts suppliers in the Industry 4.0 framework, including concepts such as Toyota Kata (TK), Kaizen and Quality 4.0, during the coronavirus disease 2019 pandemic. Design/methodology/approach: An instrument was created to measure emotional intelligence (EI) and analytical skill (AS) as input variables and OC as the output variable. The instrument was distributed electronically to Tier 1 non-technical employees in Nuevo León and Querétaro, México. A total of 195 surveys were obtained. The instrument used stepwise multiple linear regression. Findings: This study proposes a model to strengthen the OC of Tier 1 automotive parts supply industry from the perspective of HC factors. Furthermore, it is shown that EI and AS have a positive and significant impact on OC. Practical implications: From an HC perspective, this study provides a useful basis to improve OC for researchers, industry experts and managers at different levels of the automotive industry, including the triple helix (academia, industry and the government). Originality/value: No studies simultaneously test the relationship of EI and AS to OC; therefore, this study fills a gap in the literature. Furthermore, the study explored the literature on individual Kaizen (IK) and TK, leading to a contrast between the definitions of EI and AS. Finally, for EI, a reference to motivation was found in the IK. In the case of AS, an orientation to ability of problem solving was found in TK. [ABSTRACT FROM AUTHOR]

Purpose: The paper aims to identify the effects of unstable employment in the context of applying continuous improvement (CI) idea in manufacturing companies and the actions that are taken in such a situation. Design/methodology/approach: To achieve the purpose of this paper, qualitative research was conducted, using the case study method. Production directors of three manufacturing companies were interviewed. The subject of the research was the realization of continuous improvement in conditions of unstable employment. Findings: As a result of the research, it was established that: - In the surveyed companies, employee departures and rotation are affecting the continuity of improvement activities. - Companies apply various measures to secure the continuity of improvement activities, often also reacting ad hoc. - The biggest and most frequently reported dilemma was whether to invest – or not – in employee development in CI area, knowing the risk of their departure. - Employment instability accelerated the implementation of automation, robotization, and digitization. This creates a need to perform CI in new ways. Research limitations/implications: Limiting the research to three case studies restricts the ability to generalize conclusions. The research conducted was of a pilot nature and the presented conclusions and observations apply to the studied group of manufacturing companies. It would be justified and cognitively interesting to conduct research in a broader sample of manufacturing companies, as well as exploring other sectors such as services or trade. Practical implications: The paper examines the manifestations and effects of the impact of unstable employment on the application of CI and how companies deal with it. Attempt was made to determine whether this situation may imply any changes in the realization of continuous improvement in the near future. The obtained research results can help managers implement continuous improvement in such conditions. Originality/value: The article explores how employment instability affects the CI process and the continuity of CI activities. A review of existing literature reveals a research gap in this area that warrants further investigation. [ABSTRACT FROM AUTHOR]

The study aimed to explore how to Ergonomics strategic alliances among various entities responsible for literacy eradication under Law No. 8 of 1991 to develop and improve their strategic performance in literacy eradication according to the Kaizen methodology for continuous improvement, in alignment with Egypt's Vision 2030. This comes in light of the increasing focus on tackling the illiteracy problem and the potential significance of strategic alliances as an important approach to eliminating illiteracy in Egypt. These alliances possess exceptional human, technical, and technological capabilities that qualify them to fulfill this role. The study employed a descriptive method to identify the theoretical and conceptual frameworks of strategic alliances and to analyze the dimensions of the illiteracy issue in Egypt, as well as the current role of strategic alliances in addressing this problem both quantitatively and qualitatively. Additionally, the study utilized the Kaizen methodology for continuous improvement as a planning tool that effectively contributes to the Ergonomics of strategic alliances in literacy eradication to achieve their intended objectives. The study relied on in-depth open interviews and focus groups with experts and officials from various sectors representing the parties involved in strategic alliances to understand the reality of these alliances, their obstacles, and the requirements for their success. Based on the theoretical and field findings, the study presented a proposed model for Ergonomics strategic alliances in literacy eradication in light of the Kaizen methodology, thus achieving the study's goal. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the article is to present and assess the usefulness of the Kaizen method in the management and organization processes of enterprises from the construction sector. Design/methodology/approach: The research includes identifying tools in the area of Kaizen philosophy, assessing the possibilities of its implementation in the construction industry and identifying the most beneficial solutions. Elements of statistical and observational methods were used, as well as analyzes of literature reports. SWOT analysis was used to determine the level of suitability of the Kaizen method. Findings: The conducted research showed the need to implement Lean Management tools in the structures of construction companies, in particular the Kaizen method. However, certain barriers have also been noticed, limiting their use in the Polish construction industry. Research limitations/implications: The research presented is only a preliminary analysis, which is a starting point for further research on the use of the Kaizen method in construction, the method of selecting its tools and the benefits resulting from them. Due to knowledge, financial and technological deficiencies of construction companies, it is impossible to fully assess the analyzed aspect in the area of all types of enterprises. Practical implications: The obtained results show the positive impact of the Lean Management method on the functioning of the enterprise. Thanks to the use of Kaizen tools, it is possible to increase the efficiency of the company and solve most problems, including the generation of large amounts of waste, insufficient financial resources for planned projects, low level of competitiveness on the market, disorganization of work and lack of timeliness of initiated implementations. The presented SWOT analysis can be successfully used as a tool supporting the decision-making process aimed at adopting an appropriate company strategy. Thanks to its simplicity and speed of execution, it allows you to save time and initially reject unfavorable solutions. Moreover, an important factor in favor of its use is the ability to adjust the criteria and weights determined by the established preferences of a given company. Originality/value: The added value of the article is a practical presentation of the use of SWOT analysis to determine the most advantageous strategy necessary to be undertaken by construction companies in order to implement the principles of Lean Management. [ABSTRACT FROM AUTHOR]

This research covered Quality, its concept, definitions, meanings, origins, and historical evolution. It also delved into the prominent scholars who laid its foundations, established methodologies, and globally disseminated their work. Subsequently, the research explored the leading international quality methodologies, including Total Quality Management (TQM), Six Sigma, Kaizen (the Japanese methodology), and Lean Method. A comparison between these methodologies, highlighting their similarities, was also discussed. Following that, the study addressed quality tools, their content, purpose, and how educational organizations, benefit from emphasizing quality. [ABSTRACT FROM AUTHOR]

Bu çalışma, Bursa’da faaliyet gösteren otomotiv parçaları üreten bir firmanın ticari ayna ürün grubunda değer akış haritalama tekniği uygulayarak teslim süresini azaltmayı amaçlamaktadır. Bu doğrultuda, öncelikle ABC analizi ile ürün ailesi seçilmiş, istasyon çevrim sürelerini belirlemek amacıyla zaman etüdü yapılmış ve stoklar sayılmıştır. Mevcut durum haritası çizilerek stok ve taşımaların yoğun olduğu noktalar belirlenmiştir. Değer katan ve katmayan işlem adımlarının ayrıştırılması için NVA/VA analizleri yapılmış ve montaj hattı içerisindeki yürümeleri belirlemek için spagetti diyagramı çizilmiştir. Yapılan analizler sonucunda geliştirilen kaizen önerileri dikkate alınarak gelecek durum haritası çizilmiştir. Bu çalışma ile firmanın teslim süresi %52 kısalmıştır. Ayrıca, sistemin sınırsız imkânlara sahip olduğu ideal bir senaryo için ideal durum haritası çizilmiş, böyle bir durumda teslim süresinin %93 kısaltılabileceği gösterilmiştir.

The research problem revolves around an attempt to answer the questions: “Are enterprises from the SME sector interested in implementing strategic management accounting instruments, including Kaizen Costing? Is Kaizen Costing more widely used in SMEs operating in Poland?" The aim of the article is therefore to highlight the importance of Kaizen and Kaizen Costing and to draw attention to how much support these solutions can be for SMEs in the current social, economic, and environmental conditions. The article presents the results of surveys conducted in this regard.

This paper is based on lean principles and how they can apply to dental offices for general dental practitioners and specialists. In addition, this paper highlights how to identify and eliminate waste. This information provides value to the process in a dental office, establishing a platform and roadmap for lean thinking and how these principles can be utilized further in health care for reliable, efficient, and sustainable clinical outcomes. [ABSTRACT FROM AUTHOR]

AbstractThe non-centrifugal cane sugar (panela) subsector stands out in Colombia as one of the most important agro-businesses, with economic growth and projection for the export of its products. For its part, the application of the Lean-Kaizen philosophy has proven to be effective for organizations to achieve continuous improvement in quality and productivity. This paper exposes the implementation of the pillars of Kaizen for the improvement of the panela manufacturing process applied in an artisan mill (Trapiche) in the Santander region, Colombia. Through the case study methodological approach, a Trapiche was selected and its production process was studied in terms of waste, order and cleanliness, and standardization. The results evidenced the types of waste that occur throughout the panela production process, the current state of order and cleanliness, and the way in which the operations are carried out to obtain the finished product. With the implementation housekeeping program (5S) and the standardization of the operational procedures, the main waste, sources of dirt and the reduction of the time used for the manufacture of panela were eliminated. The Kaizen actions improved the order and cleanliness of the Trapiche by 63% and the panela manufacturing time by 10%, complying with product quality standards.

Purpose: A significant source of information regarding product quality for a company is the complaints lodged by customers. The analysis of complaints can provide the company with valuable insights. Therefore, the objective of this study is to analyze complaints from a one-month period within a company manufacturing baby strollers. The analysis of complaints was conducted to identify areas within the studied company where discrepancies occur, enabling appropriate corrective actions to be implemented. Design/methodology/approach: The Pareto chart was utilized to conduct the analysis of complaints, illustrating the group of most significant issues. To delve into the root cause of the problem, a task force team employed the 5 Whys method. In the article, based on conducted literature reviews, a theoretical description of quality management tools and methods such as the Pareto chart, the 5 Whys method, Kaizen philosophy, teamwork, and additionally, information regarding product quality and safety can be found. Findings: During the course of our work, the source of failures within the company was identified. The major issue turned out to be haste, affecting both the production staff and an external company collaborating with the enterprise. As part of the corrective actions, a motivational system was implemented for employees, and piecework norms were established within the company. Additionally, an innovative solution was applied in the examined enterprise through the design and creation of pattern books for inter-process control within the company and final inspection at the crossbar flat supplier. The proposed problem-solving methods within the enterprise can be applicable for future endeavors. Research limitations/implications: The study was conducted over a short period of time due to the urgent need to address existing issues within the company. It can be inferred that if a longer time frame were taken into account, it would be possible to identify additional causes of discrepancies. Originality/value: The obtained results can serve as a valuable source of information for other companies manufacturing baby strollers, which are seeking solutions to their own issues. [ABSTRACT FROM AUTHOR]

Purpose: This study is focused on achieving operational resilience through the practices of kaizen across the operational structure. The research is based on a case study of a commercial livestock farm in Nigeria. The study views the practice of kaizen from the perspective of the commitment of the members of the case study organisation who are directly involved with the operations of the organisation. Design/methodology/approach: The study applies a qualitative approach to explore the topic, engaging members of the case study organisation in the research to gather relevant data on the implementation of kaizen practices and the drive to attain resilience in the case study organisation. Semi-structured personal interviews and workshops were used for data collection. The study adopts systems theory to explore the topic, identifying and engaging relevant stakeholders. Findings: Parts of the findings relating to kaizen are the issues with the livestock production process, aggressive leadership and the issue of livestock mortality in the case study organisation. These were discussed based on extant literature. The study affirms the importance of organisational members' commitment and adequate leadership support to achieve sustainable kaizen practices. The study highlights the need to align kaizen practices with relevant organisational practices, such as reward systems and contextual requirements for its implementation in an operational process. The study suggests that further study can focus on the dynamics of the legal system on the implementation of kaizen, especially from a developing economic background like Nigeria, where this study was conducted. Originality/value: The study projects learning about the spatial factors that can affect the practices of kaizen in critical sectors like livestock management. [ABSTRACT FROM AUTHOR]

The purpose of our study is to examine the manager's attitudes towards different aspects of kaizen, their commitment to the idea of kaizen, and their attitudes towards the motivation and participation of employees. We use a questionnaire to investigate the attitudes of 124 managers -- 62 economists and 62 engineers, from 62 manufacturing companies operating in Serbia. We employ exploratory factor analysis (EFA) and Mann-Whitney's U test. We find a moderate level of managers' agreement with the statements on the importance and effects of kaizen, and a relatively low level of agreement with the statements on employees' participation and motivation. Using the EFA, managers' attitudes are grouped into three areas requiring attention -- perceived kaizen effects, employees' development and motivation, and employees' participation. Finally, we find that economists and engineers do not differ in their attitudes towards kaizen, which indicates their similar and common attitudes towards certain aspects of kaizen. We contribute to the literature by examining managers' attitudes towards the critical success factors of kaizen implementation and identifying the areas requiring more attention from the managers to support the social aspects of kaizen implementation and effects. Our results should change the perceptions of managers and contribute to the development of a new approach that involves more active and effective managers' participation in the kaizen implementation. Our results can also be beneficial to practitioners seeking to implement and use kaizen more efficiently in their companies. Although our study does not consider the direct impact of a specific economic environment on kaizen implementation, it can be beneficial to companies in emerging and transitioning economies similar to Serbian. [ABSTRACT FROM AUTHOR]

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Purpose: Understanding the criticality of the telecommunication industry in the current time and appreciating the significance of adopting total quality management models in organizations to extend business sustainability. This paper provides a comparison between two telecommunication leaders in the MENA region: Zain & Etisalat, to assess their adoption of TQM models and the impact on their organizational and market success. Methodology: this study uses a comparative case study. a mixed-methods methodology was applied, combining quantitative and qualitative data. Primary data collection methods included surveys given to employees at different levels to gauge the internal effects of TQM models on operational efficiency and employee satisfaction, as well as semi-structured interviews with key management personnel from both companies, aimed at gaining insights into the implementation and outcomes of TQM practices. Secondary data came from a number of sources, such as government publications that described TQM adoption and telecommunication trends, market analysis and financial performance data from industry databases like Statista, annual reports and official documentation from Zain and Etisalat, and relevant quality management certifications and standards (like ISO 9001:2015). Thematic analysis of interview transcripts to find recurring themes and implementation insights, content analysis of company reports and publications to evaluate the strategic alignment and integration of TQM models, and case study analysis to compare and contrast Zain and Etisalat's approaches to adopting and implementing TQM models were some of the qualitative data analysis techniques used. Findings: The study found that the adoption of TQM models like EFQM, Kaizen and Lean six sigma across the whole organization is more effective than localizing the application to one aspect as indicated by the comparison between Zain & Etisalat. The comparison indicated that the application of TQM extended the sustainability and resilience of Etisalat and Zain in the face of business challenges by improving performance and streamlining processes to increase customer satisfaction. Unique Contribution to Theory, Practice and Policy: The study recommended that both Etisalat and Zain should consider incorporating sustainability practices into their TQM frameworks, given the growing focus on corporate social responsibility and sustainability. This could be illustrating a dedication to sustainable business practices by coordinating Kaizen and Lean Six Sigma initiatives with objectives related to social responsibility and the environment. To improve the synergy between Kaizen, EFQM, and Lean Six Sigma initiatives, both companies should foster cross-functional collaboration. [ABSTRACT FROM AUTHOR]

Organizations instantiate multiple institutional logics, which operate in a nested fashion across levels of analysis. A demand on organizations in the Global South from aid donors is to adopt new management systems. Management systems like kaizen, a Japanese business philosophy of continuous improvement, have an inherent logic. Kaizen's adoption in Ethiopia, a postsocialist state, can be rendered ceremonial if its logic is not fully instantiated along with prevailing logics within recipient organizations. Our examination of the Ethiopian Sugar Corporation is an application of Besharov and Smith's 2014 framework. We assume there is a high degree of centrality in this state-owned enterprise, because any managerial logic absorbed would have to adhere to the state logic. We conducted interviews, supplemented by archival data review, to illustrate what actors do to improve compatibility with state logic. Our findings suggest three institutional logics were instantiated, in order: the macro logic of developmental authoritarianism; micro logics of production order and social control; and the meso logic of knowledge brokerage. We propose the concept of layered logic, or ordering of institutional logics, each serving a distinct purpose yet fitted with the others. [ABSTRACT FROM AUTHOR]