Integrated Enterprise Transformation: Case Application in Engineering Project Work in the Belgian Armed Forces

Journal of Enterprise Transformation

et al. 2013

2 Lean enterprise transformation is achieved by the cumulative impact of both radical and incremental change. Kaizen events have been widely reported to produce significant incremental business improvements that can support enterprise-wide transformation efforts. However, sustaining or improving upon the results of a Kaizen event over time can be difficult for many organizations. Kaizen event result sustainability is critical for the achievement of transformation but has received limited empirical research attention to date. This article uses logistic regression to identify the factors that most strongly influence the sustainability of results after a Kaizen event based on a field study of 63 events that were part of larger lean transformation initiatives in 8 manufacturing organizations. The findings are also used to identify areas for future research and to develop preliminary guidelines for organizations using Kaizen events as a mechanism for lean enterprise transformation.

Section: Predictors Of Results Sustainability and Lean Enterprise Tranmentioning

confidence: 98%

Kaizen Event Result Sustainability for Lean Enterprise Transformation

Glover

Farris

Journal of Enterprise Transformation

et al. 2013

“…It soon became clear that despite this important infrastructure investment of more than 35,000,000 euro, other organizational changes were required to achieve their goals. This led local management to start an integrated transformation effort (using the approach described in Van Aken et al (2003)) that utilized a number of improvement processes and tools, including EFQM assessment, focused key process improvement projects, and performance measurement system design and implementation -the latter emphasized due to a lack of existing TWAN performance measures.…”

Section: Case Application Assessment Results and Findingsmentioning

confidence: 99%

Assessing maturity and effectiveness of enterprise performance measurement systems

International Journal of Productivity and Performance Management

Letens²,

Coleman³

et al. 2005

Self Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to describe and illustrate an application of a tool for assessing the maturity and effectiveness of enterprise performance measurement systems. Design/methodology/approach -Assessment elements were defined based on the literature, and the scoring approach was designed based on performance excellence frameworks such as Baldrige and EFQM. A research case application in a Belgian public sector organization is used to illustrate how the tool can be used and the types of insights generated. Findings -The case application indicates that the tool can be used to generate useful and actionable feedback for leadership to increase the maturity of enterprise performance measurement systems. The tool can also be used to longitudinally track progress in performance measurement system effectiveness.Research limitations/implications -The current paper represents the pilot application of the tool. Future work is needed to further test and refine the tool, refine the assessment process, and collect additional assessment data in other organizations. Originality/value -This tool provides a more holistic yet detailed assessment of performance measurement systems. It assesses measurement system design quality, as well as implementation/use Specific feedback on process gaps can be used to detect and address problem areas, providing value for practitioners. The tool provides researchers with a standard, structured approach for collecting and codifying detailed observations and artifacts when studying measurement systems.

“…As part of these overall organizational changes, the CC CIS was assigned in 2003, the primary goals of improving customer service and efficiency. To accomplish these goals, the CC CIS leadership team, which included one of the authors, launched a major organizational improvement effort based on a systematic organizational transformation methodology (Van Aken et al, 2003). As part of the transformation approach, the CC CIS initially used a traditional CPI team structure, in which teams spent approximately one-half a day per week defining, designing, and implementing improvements with regard to objectives specified in a project team charter.…”

Section: Organizational Background On Case Applicationmentioning

confidence: 99%

“…The extended life cycle of a Kaizen event also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the necessary "infrastructure" to support an improvement program are needed (Van Aken et al, 2003), such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and disseminate improvements and results. The existing Kaizen event body of knowledge consists primarily of non-peer-reviewed publications, which contain a wide variety of recommendations for processes in the Kaizen event life cycle.…”

Section: Introductionmentioning

confidence: 99%

A framework for designing, managing, and improving Kaizen event programs

Int J Productivity & Perf Mgmt

Farris

Glover

et al. 2010

Self Cite

Purpose -The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short-term improvement projects (Kaizen events) are systematically used to introduce rapid change in targeted work areas, often relying on lean work system principles. Design/methodology/approach -To develop the framework and the assessment approach, a comprehensive literature review and a field study of Kaizen event programs in three organizations were conducted. To illustrate the potential usefulness of the framework and the assessment approach, this paper presents a case study of how the framework was applied to design and improve a Kaizen event program in the Belgian Armed Forces. Findings -Use of the framework as a design and assessment tool appeared to make the Kaizen event program more effective in the case study organization. Specific areas of improvement identified included: clearly defining event goals, scheduling extended follow-up activities, defining measures to track results, assigning roles for Kaizen event evaluation activities, and sharing lessons learned in areas of the organization outside the work processes targeted by Kaizen events. Originality/value -With the increased use of lean work system practices in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continual improvement (or kaizen). However, organizations lack systematic, research-based guidance on how to best design and implement Kaizen event improvement programs and how to best assess results. The proposed framework attempts to address these gaps.