Abstract
In the modern world, industrial transformation receives great attention. As a result, many companies are becoming successful by implementing Kaizen as a change agent. Nevertheless, there were few pathways of continuous improvements, mainly because of abandonment of Kaizen philosophy, organizational resistance to change, lack of proper implementation and monitoring techniques, lack of employees’ motivation, and scarcity of resources. The study aimed to examine Kaizen implementation and its challenges in small and medium manufacturing firms of Woliso town. The study employed descriptive research adopting a quantitative research approach—the researcher used 55 small and medium manufacturing firms of Woliso town. In addition, the study employed primary data collected through open-ended and close-ended questionnaires. The study found that most sampled firms lack awareness about Kaizen because of a lack of training opportunities. Similarly, Kaizen philosophy is considered exhaustive and routine the attitude of owners, managers, and employees in Kaizen implementation is very weak. Finally, the study recommended that it is important to provide continuous training programs for employees and managers of small and medium manufacturing firms. Most importantly, to extend Kaizen's philosophy, it is essential to incorporate it into the school curriculum.
Highlights
Industrial transformation receives much attention in every developing country where the Kaizen approach has become successful
More than half of the small and medium manufacturing firms took the year of services between 10-15 years
About 10% of the respondents have 5 to 10 years, and only 6% responded they have below 5 years of service. This finding indicates that the owners’ were relatively experienced businesses persons to adopt and implement different improvement strategies such as Kaizen
Summary
Industrial transformation receives much attention in every developing country where the Kaizen approach has become successful. The growth of the manufacturing sector has transformed an agriculturally based economy into an industry-based one (Imai 1986). In labor-abundant countries like Ethiopia, Kaizen has helped develop labor-intensive industries, thereby helping such a country achieve inclusive economic growth, and has reduced production costs and the incidence of injury and machine breakdowns and delayed delivery. Many organizations are becoming beneficiaries by implementing Kaizen management techniques. As Bisht (2013) ascertained, Japan’s companies become successful after they have been utilized Kaizen and becoming highly competitive in the global economy. Kinds of literature support that this achievement initiates Japan to help many African countries transfer the concept of continuous product improvement
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