Learning From Less Successful Kaizen Events: A Case Study

Abstract

; however, despite their popularity and apparent potential for creating improvement, there is a lack of systematic research on Kaizen events. The majority of current Kaizen event publications are focused on anecdotal results from companies that have implemented Kaizen events (Sheridan, 1997; Cuscela, 1998) and untested design recommendations from individuals and organizations that facilitate Kaizen events (e.g., Laraia et al., 1999; Vitalo, Butz, and Vitalo, 2003). There is no systematic, empirical evidence on what sort of Kaizen event designs may be most effective for achieving and sustaining improvements in business performance or human resource outcomes. A particular weakness of the current published accounts is the lack of attention to less successful events-only strongly successful Kaizen events receive much coverage in the accounts. This is despite the fact that Laraia et al. (1999) suggest that most companies will have difficulty sustaining even half of the results from a given event. In addition, the organizational learning literature suggests that understanding less successful tool applications is a key component of organizational learning (Sitkin, 1992; Lounamaa and March, 1989; Cole, 1992). This paper describes results from an ongoing research program focused on identifying determinants of Kaizen event effectiveness, both in terms of initial event outcomes and the sustainability of outcomes. In particular, the paper presents a case study of a less successful Kaizen event studied in the current research to demonstrate how the event contributed to organizational learning, and to highlight how the methods and measures used in the current research allowed triangulation of multiple data types and sources. The implications of the case study event for the current body of knowledge on Kaizen events are also examined, and, finally, directions for future research are described. Current Research Program Based on the lack of previous research on Kaizen events, in 2002, Oregon State University and Virginia Tech began a joint research effort aimed at understanding Kaizen events. This effort is aimed at measuring the outcomes of Kaizen events (both technical performance and human resource outcomes), and identifying what design and context factors relate to the effectiveness of Kaizen events, both in terms of generating positive initial results and sustaining event outcomes over time. The goal of the research is to sample multiple Kaizen events in multiple organizations, in order to better understand how these events (and associated outcomes) vary both within and across organizations and industry types. A total of six organizations participated in the first phase of this research program, which

Superando el síndrome del "enemigo externo" en una firma autopartista a través del kaizen

“…La filosofía kaizen ha potenciado con el tiempo la aparición de los "eventos kaizen", llamados también "kaizen blitz" o "Workshops"; es decir, proyectos enfocados y estructurados, que a través de la dedicación de un equipo multidisciplinario y en un marco de tiempo acelerado, contribuyen a mejorar un área objeto de estudio (FARRIS et al, 2008). Los eventos kaizen buscan entrenar a los participantes en las herramientas de mejora, implementar cambios y generar una cultura propicia para el mejoramiento continuo (IMAI, 1997).…”

Características demográficas y su influencia en la planeación estratégica del proceso de mejora continua

“…Uno de los procesos que ayuda a la innovación, es el proceso de mejora continua el cual se ha comprobado que no es sostenible a lo largo del tiempo en muchas empresas [1]. Otros estudios que evalúan el éxito del proceso de mejora continua muestran evidencia de una cultura de aprendizaje débil que conduce a luchas durante el cambio organizacional en la implementación del proceso de mejora continua [2] [4]. El hecho que este proceso se puede mantener a lo largo del tiempo se convierte en uno de los retos más importantes con respecto a la innovación en las organizaciones.…”

Kaizen Event and Innovation Performance in Malaysian Automotive Industry

“…Generally KE activities can help employees who are improving their work area . Moreover, Farris et al (2008) also states that the KE is a complex phenomenon organizational and has the potential to affect both systems, the technical system (work are performance) and social systems (participation employees and of work areas employees). Impact learning and stewardship when employees feel a shared of responsibility, freely share information, understand how their work fits into the "bigger picture" and impacts experimentation when employee test new ideas to help themselves learn.…”

“…According Lyu (1996) workers and managers are recommended for continue to innovate and take risks as an opportunity to fulfill customers' needs, wants and preferences. Kaizen have proven useful in various fields of automotive, security (services), manufacturing, health (Lyu, 1996;Bateman and Rich, 2003;Farris et al, 2008). KE practice will have an impact on IP within the scope of technologies uses.…”

“…Second, the impact on human resource development is increase in knowledge, skills, and attitudes of employees (KSAs). Both of these effects are needed to create the organizational culture towards continuous improvement in the long-term (Sheridan, 1997;Melnyk et al, 1998;Laraia et al, 1999;Farris et al, 2008).…”