An overview of continuous improvement: from the past to the present

Bhuiyan, Nadia; Baghel, Amit

doi:10.1108/00251740510597761

Cited by 459 publications

(368 citation statements)

References 13 publications

(14 reference statements)

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“…(Bessant et al, 1994) in (Carpinetti, Buosi, & Gerolamo, 2003) A company-wide process of focused and continuous incremental innovation. (Juergensen, 2000) in (Bhuiyan & Baghel, 2005) Improvement initiatives that increase successes and reduce failures. (Bessant, Caffyn, & Gallagher, 2001) A particular bundle of routines which can help an organisation improve what it currently does.…”

Section: Limitationsmentioning

confidence: 99%

Three decades of continuous improvement

Sánchez

Blanco

2014

Total Quality Management & Business Excellence

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Section: Limitationsmentioning

confidence: 99%

Three decades of continuous improvement

Sánchez

Blanco

2014

Total Quality Management & Business Excellence

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“…Asian countries like Bangladesh often fight with inadequate human resource, shortage of supplies along with the inadequate access to necessary medicines and technologies which resulted a compromise with the quality of care (Salam et al, 2014;Islam et al, 2015;Chowdhury et al, 2009). However, many of the Asian countries addressed the quality issues by adopting the 5S-KAIZEN-TQM approaches successfully (Islam et al, 2015;Bhuiyan and Baghel, 2005). Not only the Asian countries but also the African countries experienced different types of approaches of quality programs to improve quality of health facility care (Samky et al, 2012 andTitu et al, 2010).…”

Section: Discussionmentioning

confidence: 99%

Quality of hospital services in 5S-KAIZEN-TQM implemented secondary level hospital: a cross-sectional study

Rouf¹,

Debnath²,

Haque³

et al. 2017

Asian J. Med. Biol. Res

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Abstract:This cross-sectional study was conducted with an objective to find out the quality of health care services in 5S-KAIZEN-TQM implemented two secondary level hospital in Bangladesh. The study participants were the service receiver's whose age more than 15 years and those who were attended at 100 bedded Narsingdi General Hospital, Bangladesh. The period of the study extending from January to December 2016. Data were collected from 50 service receivers through face to face interviews using a semi-structured questionnaire. Out of 50 respondents, half (50.0%) of the service receiver was ≤ 25 years in which maximum (74.0%) were female. More than half of the respondent's monthly income was less than 20000 taka. In this study, half (50.0%) of the respondents stated that they were waiting for 15-30 minutes, 60.0% patients stated that the doctor had concentrated to patients during treatment and more than two-third (68.0%) of them performed physical examination. A vast majority (90.0%) of the patients said that the doctor gave the explanation of prescribed drug. More than three-fourth (76.0%) of the respondents replied that they were satisfied on receiving the nursing services and rest of them (24.0%) were not satisfied. The present study findings stated that less than two-third (64.0%) of the respondents said that safety and security system was very good. On the other hand, 64.0% of the respondents were satisfied about cleanliness of the hospital and 88.0% had satisfied about ambulance service. Maximum of the respondents (88.0%) were satisfied on water and sanitation facility and more than half (54.0%) of the respondents were satisfied on electricity supplies in the hospital. In this study, majority (88.0%) of the respondents were satisfied on lab investigation facilities and 72.0% of the respondents were satisfied on drug supply and radiology and imaging services. 5S could be applied to health-care facilities regardless of locations. However, the evidence base on its applicability in such settings is limited, and further research is required in this area.

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“…Another definition of CI is "a company-wide process of focused and continuous incremental innovation" [17]. Examples of such CI initiatives or methodologies are the Theory of Constraints (TOC), Six Sigma, Total Quality Management (TQM), Balanced Scorecard, and lean manufacturing [16,18].…”

Section: Page81mentioning

confidence: 99%

“…CI is a philosophy that Deming [16] described as "improvement initiatives that increase success and reduce failures". Another definition of CI is "a company-wide process of focused and continuous incremental innovation" [17].…”

Section: Page81mentioning

confidence: 99%

Lean Implementation Strategies: How Are the Toyota Way Principles Addressed?

Coetzee

Merwe²,

Dyk

2016

SAJIE

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Lean manufacturing is widely considered to be a proven organisational improvement philosophy, yet the success rate of lean implementation in industry remains relatively low. Neglect of the human aspect of lean manufacturing is often cited as the leading reason for this, despite the emphasis so clearly placed upon this aspect by the creators of the lean philosophy. This article reviews the extent to which the human dimensions of the lean philosophy, as described in the Toyota Way management principles, have been incorporated in lean implementation strategies. It is found that few of the principles feature prominently in these strategies. Notably absent are those linked to the 'respect for people' pillar, which forms half of the Toyota Way's foundation. This conclusion indicates that the adoption of the lean philosophy runs contrary to the oft-repeated message from its creators that no tenet of the philosophy should be favoured at the expense of another. This may provide valuable insight into the reasons for the high implementation failure rate. OPSOMMINGAlhoewel lenige (lean) vervaardiging algemeen aanvaar word as 'n erkende filosofie vir organisatoriese verbetering, bly die implementeringsukseskoers relatief laag. Dit word dikwels toegeskryf aan die verwaarlosing van die menslike aspek, ten spyte van die klem wat die stigters van die lenige filosofie op hierdie aspek plaas. Hierdie artikel beskou die mate waartoe hierdie menslike aspekte van lenig, soos beskryf in die 'Toyota Way' bestuursbeginsels, vervat is in lenige implementering-strategieë. Daar is gevind dat baie min van die beginsels prominent in die strategieë verskyn. Dit is veral opvallend dat die beginsels wat verband hou met die 'respek vir mense' pilaar, afwesig is alhoewel hierdie pilaar die helfte van die 'Toyota Way' fondasie uitmaak. Die gevolgtrekking word gemaak dat lenige implementeringstrategieë in kontras is met die dikwels herhaalde boodskap van die stigters van die lenige filosofie, dat geen beginsels ten koste van ander uitgesonder mag word nie. Dit mag ook waardevolle insig gee tot die rede vir onsuksesvolle lenige implementering. .

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An overview of continuous improvement: from the past to the present

Cited by 459 publications

References 13 publications

Three decades of continuous improvement

Three decades of continuous improvement

Quality of hospital services in 5S-KAIZEN-TQM implemented secondary level hospital: a cross-sectional study

Lean Implementation Strategies: How Are the Toyota Way Principles Addressed?

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