Critical success factors for human resource outcomes in Kaizen events: An empirical study

Farris, Jennifer A.; Aken, Eileen M. Van; Doolen, Toni; Worley, June M.

doi:10.1016/j.ijpe.2008.08.051

Cited by 162 publications

(193 citation statements)

References 130 publications

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“…This statement is supported by Farris et al (2009) which shows that the KE capable of adaption to the organization culture. It is seen as one of lean tools that help to ensure that operations become more smoothly by removing wasteful activities that are of no value from a customer perspective (Venkataiah and Sagi, 2012).…”

Section: Kaizen Event (Ke)mentioning

confidence: 72%

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Kaizen Event and Innovation Performance in Malaysian Automotive Industry

Hashim

Zubir²,

Conding³

et al. 2012

BMS

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Kaizen Event (KE) has been growing in popularity since the mid 1990s, to date, there has difficult to find empirical research on the determinants of KE effectiveness. KE are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development. The purpose of this paper is to identify the KE constructs and Innovation Performance (IP) measures for Malaysian automotive industry and also to develop research model of the KE and IP measures relationship for Malaysian automotive industry. A conceptual model based on previous studies and using Structural Equation Modeling (SEM) has been proposed. This model will be used to study the relationship between KE practices and IP for Malaysian automotive industry. Based on the proposed conceptual model and reviewed, research hypotheses are being developed. The paper culminates with suggested future research work.

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Section: Kaizen Event (Ke)mentioning

confidence: 72%

“…The benefits of KE may be associated with both individual workers as well as the company performance. KE has proven to be effective as an organizational improvement mechanism which support employee development and improves the work environment (Farris et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

Hashim

Zubir²,

Conding³

et al. 2012

BMS

View full text Add to dashboard Cite

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“…Falta de comprometimento com os prazos e objetivos do processo. procedimentos usados em outros trabalhos sobre lean, tais como aqueles realizados por Farris et al (2009) e Saurin et al (2010. O questionário foi dividido em duas partes.…”

Section: 813unclassified

“…Os cargos de gerente (13%) e diretor (7%) foram considerados como média ou alta gerência. Este resultado indica que a amostra possuiu variedade em relação aos níveis hierárquicos e permitiu múltiplos pontos de vista em relação aos riscos envolvidos na IPE, fator importante para investigar temas complexos em geral (Farris et al, 2009).…”

Section: Caracterização Da Amostra: Perfil Dos Respondentesunclassified

Identificação e classificação de riscos na implantação da produção enxuta

Marodin

Saurin

Caten

2015

Prod.

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ResumoO processo de implantação de sistemas de produção enxuta é complexo, demorado e sujeito a uma série de riscos. Este artigo tem como objetivo identificar e classificar os riscos presentes na implantação da produção enxuta (IPE). As quatro etapas da pesquisa foram: (i) revisão de literatura para identificação de riscos à IPE; (ii) desenvolvimento e aplicação de um questionário a 57 respondentes, que avaliou as percepções acerca da probabilidade de ocorrência e impacto de cada risco apontado pela literatura; (iii) análise dos resultados do questionário, que permitiu a classificação dos riscos por meio de uma análise fatorial exploratória; (iv) estudo de caso para aprofundar a compreensão das relações entre os riscos em uma empresa na qual trabalhavam três respondentes da survey. Quatorze riscos à IPE foram identificados e classificados em três grupos: (i) riscos associados ao papel das áreas de apoio; (ii) riscos associados ao papel da alta e média gerência; e (iii) riscos associados ao papel dos níveis operacionais. Uma vez que os riscos dentro de cada grupo são fortemente inter-relacionados, essa classificação pode contribuir para o planejamento e implantação de ações de controle destes. Palavras-chaveProdução Enxuta. Gestão de riscos. Análise fatorial exploratória.

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“…The majority of past studied had concentrated their investigation on lean performance, lean indicators and lean implementation [5], [6], [7], [8]. Farris et al [9] have investigated the importance of critical success factors for effective and successful LM implementation. Up till now, the majority of LM researchers were focusing on large companies, and little has been researched on SMEs [8], [6], [10].…”

Section: Introductionmentioning

confidence: 99%

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

et al. 2016

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Abstract; Nowadays, manufacturing companies are striving for a better system like lean manufacturing (LM). The primary objective of LM is to identify and eliminate wastes. LM can be applied successfully in all industries providing a full understanding of lean ingredients i.e. concept, principles, and practices. There are a lot of practices which are necessary to be implemented in order to gain full benefits of LM. However, small and medium enterprises (SMEs) are lack of knowledge in LM and facing difficulties to adopt all of the LM principles. Therefore, it is necessary to the researchers to come out with a simple guideline for LM implementation. The objective of this paper is to explore the journey of LM implementation including preliminary, in process and post of LM. This research was conducted through multi-case study research. There were four SMEs and two large companies. The gathered information shows that the preliminary stage of LM implementation is similar to each other including large companies. The result shows SMEs still have a potential to success in LM. This finding might give an opportunity to SMEs to prepare the basis for LM implementation effectively. As a result, SMEs able compete in the competitive global marketplace and strive for world class performance through implementation of LM.

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Critical success factors for human resource outcomes in Kaizen events: An empirical study

Cited by 162 publications

References 130 publications

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

Identificação e classificação de riscos na implantação da produção enxuta

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

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