Antecedents of kaizen culture and its effect on operational performance: perspective of manufacturing companies in Malaysia

Mui, Kong Siew; Muthuveloo, Rajendran; Chan, Josephine Ie Lyn

doi:10.1108/tqm-06-2021-0188

Cited by 7 publications

(14 citation statements)

References 58 publications

(170 reference statements)

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“…The kaizens increased the production from 45 products per hour to 51 products per hour. Mui et al (2021) also observed that for firms to improve their operational performance, a kaizen culture is essential. The productivity improvement achieved the high customer demand of 388 assemblies per day.…”

Section: Improvement Of Productivity and Line Efficiencymentioning

confidence: 99%

Leanness assessment of a complex assembly line using integrated value stream mapping: a case study

Sangwa

Sangwan

2022

TQM

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PurposeThis paper proposes an integrated value stream mapping (VSM) for a complex assembly line to improve the leanness of a complex automotive component manufacturing organization.Design/methodology/approachThis study depicts the application of VSM at the case organization, where top management is concerned about the challenges of higher cycle time and lower productivity. Gemba walks were conducted to establish the concept of “walk the flow, create the flow” along the assembly line. The multi-hierarchical cross-functional team developed the current value stream map to know the “as-is” state. Then, the team analysed the current VSM and proposed the future VSM for the “to-be” state.FindingsThe integrated VSM shows different processes and work cells, various wastes, non-value-added activities, cycle time, uptime and the material and information flows for both products of the assembly line on the same map. The integrated VSM reduced cycle time, non-value-added activities, work in process inventory and improved line efficiency and production per labour hour for both the products, simultaneously.Research limitations/implicationsThe limitation of the study is that the study focussed only on the application of VSM for one complex assembly only. Future research may be conducted using the developed integrated VSM approach in other complex production environments.Practical implicationsManagers can identify and reduce system waste by incorporating the concept of integrated VSM in a complex production or assembly environment where two or more products are being manufactured/assembled with low similarity.Originality/valueThe application of VSM for assembly lines is highly challenging because of merging flows, a large number of child parts in the lines and assembly of more than one product on the same line.

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Section: Improvement Of Productivity and Line Efficiencymentioning

confidence: 99%

Leanness assessment of a complex assembly line using integrated value stream mapping: a case study

Sangwa

Sangwan

2022

TQM

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“…, 2023). Although some organisations increase efficiency, effectiveness and competitive advantage through innovation in their processes (Siew Mui et al. , 2022), many pieces of research revealed that huge investments in innovation and technology impact efficiency and effectiveness only for a while (Alosani and Al-Dhaafri, 2022).…”

Section: Introductionmentioning

confidence: 99%

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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“…Additionally, successful Kaizen implementation necessitates an appropriate culture (Miller et al. , 2014; Siew Mui et al. , 2021; Kong and Muthuveloo, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…Additionally, successful Kaizen implementation necessitates an appropriate culture (Miller et al, 2014;Siew Mui et al, 2021;Kong and Muthuveloo, 2022). Previous experiences have proven that long-term changes do not occur in the absence of an appropriate culture (Siew Mui et al, 2021;Kong and Muthuveloo, 2022), particularly a culture based on innovation (Kong and Muthuveloo, 2022).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The integrated effect of Kaizen and innovation culture on the police performance: an empirical investigation

Alosani¹,

Al-Dhaafri²

2022

AJB

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PurposeLimited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.Design/methodology/approachThis paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.FindingsResults indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.Originality/valueThis paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.

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Antecedents of kaizen culture and its effect on operational performance: perspective of manufacturing companies in Malaysia

Cited by 7 publications

References 58 publications

Leanness assessment of a complex assembly line using integrated value stream mapping: a case study

Leanness assessment of a complex assembly line using integrated value stream mapping: a case study

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

The integrated effect of Kaizen and innovation culture on the police performance: an empirical investigation

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