Kaizen Concept Research Articles

Evaluation of OEE at Lifelong India Using Lean Practices: A Case Study

Today, the industry is facing issues related to nonvalue-added activities (NVA). By integrating lean practices, industries can systematically evaluate and enhance their overall equipment effectiveness (OEE), leading to more efficient and effective production processes. This alignment not only boosts productivity by eliminating nonvalue activities but also contributes to higher quality outputs and reduced operational costs as well. Manufacturers are required to use value-added approaches in their manufacturing management due to the intense rivalry in real-world markets and growing client needs. Through continuous improvement, lean manufacturing (LM) has been demonstrated to be a significant technique for getting rid of nonvalue-added operations in manufacturing organizations. OEE at Lifelong India is assessed using lean tools and techniques, including Pareto analysis, Why–Why analysis, Kaizen concept and evaluation of Kaizen ideas, as well as before-and-after comparison, in order to assess the operational performance of the organization. A questionnaire was designed with data collection in mind, and business professionals in the field were surveyed and contacted personally. This study indicates that widespread implementation of lean principles leads to an increase in OEE of 95.89%, a level of OEE that is unmatched in the industry and ensures flawless output.

Application of Kaizen Principles to a Small Scale Industry in India

This case-study presents the application of Kaizen concept to Chempromech Engineers Pvt. Ltd. in Butribori, Maharashtra, India. The work carried out focuses on Kaizen approach to the Plant Layout of the industry to make it more efficient and desirable to work in as well as gives a formula to the industry to calculate its production in kg/hr theoretically. Chempromech Engineers Pvt. Ltd. Is a small scale industry present in the Butibori MIDC area in Nagpur, Maharashtra which specializes in manufacturing of circlip washer wires and washers. Being a small-scale industry, it is faced with problems pertaining to limited workspace, so a new layout is designed which helps groups machines based in their product type and thus freeing out space for future expansion. Product Based Plant Layout is preferred for this industry as its products vary in size and weight. Key words:- Kaizen, Plant Layout, Product Based Plant Layout, Washers and Washer wire.

Addressing the Kaizen business operations: the role of triple helix actors during COVID-19 outbreak

PurposeThe aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic.Design/methodology/approachThrough broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors’ common parameters impact Kaizen implementation in business operations.FindingsThe results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance.Research limitations/implicationsIn addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic.Originality/valueThe originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times.

Pengenalan Konsep Kaizen 5-S Dan Karakter Sehat Sebagai Solusi Peningkatan Kompetensi Lulusan Memasuki Dunia Kerja Dan Industri Pada Siswa SMK Widya Praja Ungaran

This service activity is carried out based on the problems that occur among vocational school graduates related to lack of competence and weak absorption in the world of work and industry. Based on the potential of Widya Praja Ungaran Vocational School as a partner, the Community Service program implementation team chose the hospitality department. The specific target is class XII students who must be prepared as prospective graduates who can be absorbed by industry. Also related to the team's field of knowledge, namely Japanese Literature and Education, the solution chosen was the concept of Kaizen 5-S and Healthy Character. The 5-S concept is a working principle of Japanese society that prioritizes self-management and the work environment. This concept was chosen because it is suitable for implementation with class XII vocational school students because it is easy to apply. Healthy character is one of the special characteristics of the vision of the Bachelor of Japanese Literature study program which can be published so that it is not only able to compete in field competencies but also has a person with healthy character in four (4) dimensions, namely ethics, literacy, aesthetics and kinesthetics. Therefore, the team proposed a community service program with the title "Introduction of the Relationship between the Kanzen 5-S Concept and Healthy Character in Students as Preparation for Entering the World of Work and Industry at Widya Praja Ungaran Vocational School." The method used is a socialization method using presentation media, flashcards, posters and booklets.

Adapting lean manufacturing principles to the footwear industry: Kaizen, Kanban or a Mix?

This study presents the overview of Kaizen and Kanban implementation, as lean principles and highlights the achievements realised from deployment of the integrated initiatives for sustainable performance of organisations. Lean manufacturing includes various principles and techniques, with the same main goal: to banish waste and non-value-added activities at every production or service process and enhance customer satisfaction. To stay competitive, many Indian footwear manufacturers have sought to optimise their manufacturing processes to readily compete with overseas manufacturers. Therefore, this work highlights the barriers, pathways and potential innovations for sustainable Kaizen and Kanban implementation in organisations. It further brings out the integrated concept of Kaizen and Kanban, and the requirements for its holistic implementation. Methods such as process observations, interviews, plant tours and case studies were used for the investigation. The significant contributions through Kaizen and Kanban initiatives in the organisation, including just-in-time improvements, quality, inventory reduction, optimisation, teamwork and flexibility for sustained organisational development are elucidated and juxtaposed with existing literature. It pivots the approach advised by the various researchers, practitioners and censoriously appraises the desire for Kaizen and Kanban programmes in the organisation. Significantly, this study is valuable to researchers, project and quality managers, development professionals and operations managers in various organisations, especially the footwear industry.

The Way of Kaizen: Implementation of Kaizen Philosophy in Quality Assurance in Bangladeshi Higher Education

Quality assurance in higher education is a pressing global concern, with particular challenges in implementation and maintenance evident in developing nations like Bangladesh. This study addresses the multifaceted challenges facing higher education in Bangladesh, including financial, political, cultural, bureaucratic, and governmental obstacles. Through a focused examination, this research proposes a methodology for continuously developing higher educational institutions, emphasizing the trouble-free sustainability of changes. By shifting from current inefficient policies to a task-oriented approach rooted in the kaizen philosophy, this study aims to enhance the outcomes of higher education institutions in Bangladesh. Embedding the kaizen concept within quality assurance initiatives holds promise for elevating Bangladesh’s standing in the global education landscape. By embracing kaizen principles, higher education institutions in Bangladesh can incrementally overcome challenges and enhance educational quality, thereby contributing to sustainable development objectives and positioning Bangladesh as a leader in global education.

Job crafting as a tool to increase motivation and employee engagement

The subject of the research in the article is the tools of motivation and involvement of personnel in the organization. The study examines the theoretical aspects of motivation and involvement of personnel, determines the relevance of self-development of the employees’ potential of modern organizations. The development perspective of personnel basic skills in the 21st century is shown, which includes, in addition to the traditionally necessary professional hard skills and soft skills, also existential skills containing the ability to self-development and self-learning. The concept of job crafting as a tool for staff self-development is proposed, the main idea of which is that in order for an employee to be involved in the workflow, it is necessary to reconsider the attitude to work according to the following criteria: the approach to completing tasks, the nature of interactions with colleagues, thinking when doing work. A comparative analysis of job crafting and the concept of kaizen (which is used when an organization needs changes to increase competitiveness) is carried out. Job crafting is relevant as a motivational tool when employees initiate changes themselves and form their own working environment in such a way that it meets their individual needs by adjusting the prevailing requirements of work and resources.

Evaluation of the application of continuous improvement based on the Kaizen concept in Emergency Healthcare Units

Evaluation of the application of continuous improvement based on the Kaizen concept in Emergency Healthcare Units

OVERVIEW OF THE CONCEPTS AND APPROACHES FOR BUDGET PLANNING IN ENTERPRISES IN THE BULGARIAN SCIENTIFIC LITERATURE

In the conditions of a rapidly changing and uncertain dynamic environment, increasing competition, and limited resources, the global economic crisis brought planning and control to the fore as the leading functions of management. Modern practice is characterized by a significant variety of tools, approaches and methods in the implementation of planning in enterprises. The purpose of this publication is to review the concepts and tools for budget planning in the enterprise, which are known in the Bulgarian scientific literature, indexed in the scientific database Google Scholar at the end of March 2023. Methodologically, the review used a systematic approach. The review was conducted in three stages: developing a search protocol, conducting the search and reporting the results. The literature sample of review sources covers eleven scientific publications corresponding to the researched topic. The results of the review show that many Bulgarian authors recommend the application of quantitative methods and approaches for enterprise budget planning. As such, the balanced scorecard and tools of fuzzy set theory are indicated. A number of authors emphasize the need for the application of a flexible and dynamic toolkit for budget planning, which enables the assessment and successful management of internal and external risk. For crisis conditions, the authors most often recommend scenario planning and heuristic models. Some authors highlight the kaizen concept and controlling as attractive and successful planning concepts. Other authors point to expert systems based on artificial intelligence as a particularly valuable tool for planning. In the "discussion" part of the present study, some recommendations for future research are given. In the opinion of the author, this development has the character of a landmark for the state of the Bulgarian scientific literature about the concepts and tools for budget planning in the enterprise. Despite the theoretical nature of the study, it can be used by both researchers and management practice.

SG-APSIC1036: Effect of quality improvement in medical devices preparation on increasing customers’ satisfaction in services of the Central Sterile Supply Department of Srinagarind Hospital

Objectives: Preparation of medical devices from central sterile supply department (CSSD) for use in hospital services requires quality and readiness for use. A guideline for good practice is necessary for safety, assurance, and maximum customer satisfaction, and to accommodate effective healthcare services. We sought to develop and improve medical-device preparation guidelines to satisfy clients. Methods: This action research was based on the concepts of Kaizen and eliminate–combine–rearrange–simplify (ECRS). The research was conducted in 3 phases. In the first phase, we designed the study, conducted problem analysis, and developed a plan for improving the preparation of medical devices. In the second phase, we improved the plan for implementation of medical-device preparation guidelines that the research team adapted and developed. We added inspection categories, trained staff members, conducted a focus group. We improved cleaning processes and the inventory system. In the third phase, we conducted an improvement evaluation for (1) quality improvement of medical device preparation and (2) client satisfaction. The research took place from January to December 2019. Results: The monthly percentages of medical equipment that passed quality criteria before and after the implementation plan were 91.82±1.19% and 95.33±1.25% (P ≤ .005). The average client satisfaction score increased from 76.80% to 83.40% (P = .006). Conclusions: The implementation of Kaizen and ECRS principles for quality improvement successfully increased the quality of equipment preparation and introduced standardized, quality guidelines. The plan–do–check–act (PDCA) process improved client satisfaction, staff performance, and operational efficiency while preventing damage to medical devices and improving readiness of use.

The Concept of Kaizen: A Root Exploration

The Kaizen concept laid the foundation for the rapid growth of Japanese institutions. (Imaai 1986). The Kaizen concept was developed by further developing the concept of Western management, which examines organizational progress from two perspectives: maintenance and growth. Accordingly, growth is categorized as Kaizen and innovation. Of these, Kaizen means continuous growth. It refers to the growth that takes place until the arrival of an innovation. This means that Kaizen is an endless journey. Provides answers to every little problem encountered during this trip. Everyone’s support is sought for that. Second, it standardizes those answers. Nor does that standard last long. Or there is no obligation to stay that way. Breaks existing standards and adopts new ones. The journey is continuous and systematic. It is also progressive as it often moves from one standard to a higher standard. This new management thinking is intertwined with Japanese culture. It shows collective social characteristics. The purpose of this article is to analyze the ancient practice of the concept of continuous growth, called Kaizen by the Japanese. For that, the way in which Gautama Buddha solved the problems of monks 2600 years ago is being investigated. There, the manner in which the Buddha acted in imposing discipline on the vessel under the Buddhakavatthundaka of the Chullawaggapaliya in the Vinaya Pitaka is examined. 29 issues that arose from time to time regarding the bowl and the solutions given to them were examined. At first glance those problems are simple. But the Buddha did not ignore those problems. All those problems have been solved. All of those solutions were standardized at the same time. It never took long for a complete solution. The question is answered as much and as needed. The principles of the Kaizen concept are very similar to those of the Supreme Buddha’s method of problem solving. It is therefore more justifiable to regard Buddhist philosophy as the source of the Kaizen concept.

Kaizen Approach to Quality Improvement and its Financial Implication

Purpose: This study aims to investigate the impact of kaizen practice and how it affects the quality of large manufacturing firms particularly, Kilimanjaro international leather company.
 Design/methodology/approach. In this study, the Plan-Do-Check-Act (PDCA) cycle technique was employed to lower the production process's defect rate. The fishbone served as a tool for support. The PDCA cycle and fishbone are two top-notch techniques that aid in reducing the number of defective parts.
 Findings: The defect rate decreased by 2%. Improvement in the production process was achieved.
 Research limitation: One large manufacturing industry is insufficient to generalize the study's primary results. This will be achieved in the future by doing additional investigations in several large manufacturing firms.
 Practical implication: This study will provide consultants and practitioners with a valuable understanding of how Kaizen improves the financial performance of large manufacturing industries in Tanzania.
 Social Implications: The majority of learning exercises carried out during kaizen projects seek to enhance social outcomes in terms of staff members' problem-solving skills and attitudes. Particularly, Kaizen coordinators are concerned with group members' understanding of continuous improvement as well as their communication and problem-solving abilities.
 Originality/Value: Although some studies on kaizen have been conducted, it is currently discovered that there is insufficient literature on the application and impact of the kaizen concept in large manufacturing enterprises. Based on this case study, the framework of kaizen philosophy practices is offering useful insights for leather companies, other manufacturing industries, and organizations, including the Tanzania Kaizen unit, practitioners, and academicians.

PENERAPAN KONSEP COST REDUCTION PROGRAM DALAM UPAYA MENURUNKAN BIAYA DISTRIBUSI RUMAH PAKAN LELE ABAH HERMAN

Abah Herman Catfish Feed House is one of the animal feed distributors in the Bandung City area that distributes catfish feed to the ciganitri and cijambe areas Over the past few years there has been an increase in shipping costs due to an increase in maintenance costs and other costs which has resulted in a decrease in shop profits. Therefore, a way is needed that can reduce the cost of such distribution. One way that can be done is to identify and analyze the factors causing the increase in distribution costs by applying the kaizen concept with the PDCA (Plan – Do – Check – Action) stage, which first selects the type of transportation mode that previously used cars to switch to using motorcycles. The process of data processing in solving problems with the PDCA method will be easier to do with the support of the points in the kaizen and cost reduction programs. The result of the evaluation of the implementation of the cost reduction program concept with Kaizen costing PDCA is a decrease in distribution costs by 6.5% after the replacement of transportation modes using 2 vario 150 motorcycles

A Systematic Review of Kaizen Approach in Industries

Today industries are currently entering the best possibility to action on rapidly changing customer needs, desires and experiences. In the environment of industries, as well as cultural competitiveness and improving market share in the global narrowing market saturation is a big concern, the concept of continuous improvement of manufacturing processes strive to the best experiences to customers has become necessary. Market competition and continuously increasing levels of service and needs for customer satisfaction have proven to be the ultimate driver of an organization's key performance continuous improvement. Adaptable Kaizen refers to sustainable continuous improvement in performance delivery, cost, and quality to a satisfied customer. This paper contribution to define research variable domination in various tools used in Kaizen concept and research variable of Kaizen dominated by VSM and Continuous Improvement with the same percentage number 21%, then Lean 18%, TPM 10%, 5S 8%, PDCA 4%, in this calculation one research paper can use more than one tools of Kaizen.

ANALISIS KESELAMATAN DAN KESEHATAN KERJA PADA BAGIAN PRODUKSI MENGGUNAKAN METODE 5S DALAM KONSEP KAIZEN DI PT. SWABINA GATRA

Occupational Health and Safety (K3) is a branch of science and application that studies how to prevent accidents in the workplace. One of the companies closely related to this program is PT. Swabina Gatra. Where this company is engaged in the manufacturing business in the form of "Packaged Drinking Water (AMDK)" with the brand "SWA". The problem that often occurs in this company is that the number of work accidents is still quite high. From the results of the study, the highest accident rate (incidence rate) occurred in 2018 with a figure of 5.67% for the last five years. Thus the proposed improvement that can be given using the 55 method in the kaizen concept is Seiri (Concise/Sorting) that is by applying sorting to items that are no longer used to make it easier to search when they will be reused. Seiton (Neat/Arrangement) that is by arranging things according to their place so that they are not scattered and look neat. Seiso (Cleaning/Cleaning) is by implementing a routine cleaning schedule for workers at each work station. Seiketsu (Treatment/Consolidation) is by applying employee discipline at work and implementing the appropriate Kaizen system. Shitsuke (Diligent / Refraining) is by enabling employees to consult when working with supervisors and the company should have a periodic schedule to conduct 5S/5R audits.

The Japanese Concept of Kaizen and the 5 s Key Principles of Success

The Japanese Concept of Kaizen and the 5 s Key Principles of Success

Define, Measure, Analyze, Improve, Control (DMAIC) Methodology as a Roadmap in Quality Improvement.

Define, Measure, Analyze, Improve, Control (DMAIC) Methodology as a Roadmap in Quality Improvement.

The usage of Kaizen concept in personnel management of enterprises under military status

Introduction. Under martial law, it is impossible to ensure the competitive position of enterprises, as well as their survival without the use of the concept of kaizen in personnel management. The purpose of the paper is to study the theoretical aspects of the use of the concept of kaizen in the management of personnel of enterprises in martial law in order to improve management processes, as well as all aspects of the functioning of enterprises. Results. A systematic approach to the implementation of the concept of kaizen in the management of personnel in martial law involves reforming the organizational structure, consisting of interacting components. It should be borne in mind that the organizational structure of enterprises is influenced by internal and external factors. The interrelation of these factors has a direct impact on the functioning of the enterprise. The introduction of the concept of kaizen in the management of personnel in martial law forms the goals and objectives of enterprise management, which in themselves are forced to adjust to the anti-crisis and progressive model of personnel management, which would ensure business survival and efficiency. The proposed schematic diagram of the analysis of the current state of enterprise personnel management based on the Kaizen concept is associated with the transformation of views on personnel management. The use of the Kaizen concept in the management of personnel of enterprises will ensure the effective functioning of business processes in an unstable environment; increase the level of controllability of the enterprise system. Conclusion. The implementation of effective personnel management of enterprises in martial law using the concept of kaizen brings human resources in line with the strategy of the organization. Kaizen concept can be used in personnel management, which will allow Ukrainian companies to optimize their activities, to establish work of the company and introduce new methods of personnel management. This concept will allow businesses to maintain solvency in this difficult time.

Organizational culture – Asian concepts of kaizen, gongfu and xiushen

Purpose: The aim of the article is to present the organizational method of kaizen and Chinese concepts related to self-development – gongfu i xiushen, which are typical of Asian countries. Design/methodology/approach: The method of desk research was used in the study. Kazen, gongfu, and xiushen derive from the major premises and values of the organizational cultures in Japanese and Chinese companies. They are becoming more and more popular in Europe and the USA. They are essential in managing change as they can develop key values necessary for organizational improvement and support the implementation of organizational change strategies. Therefore, they increase companies’ innovation on the market. The article presents a brief description of the organizational culture and the essence of the concepts of kaizen, gongfu and xiushen. It also presents a comparison of these approaches in terms of the cultural conditions of the Japanese and Chinese economies. Findings: In the context of management science, in the literature, there is a lot of information on the Japanese concept of kaizen and very little of gongfu and xiushen. Although all of the concepts developed in Asia and are related to improvement, they differ from each other. Practical implications: The possibility of a future increase in the attention of non-Asian managers on Chinese methods of improvement is recognized. Originality/value: The new value is presenting the concepts of gongfu and xiushen within management science. As well as the comparison of concepts of kaizen, gongfu, and xiushen.

ЗАСТОСУВАННЯ КОНЦЕПЦІЇ КАЙДЗЕН В ГОТЕЛЬНОМУ СЕРВІСІ

The article considers the peculiarities of the application of the concept of kaizen in hotel service. Its essence is to continuously improve the business processes of the hotel to create additional value of services for the guest in terms of customer-centric service. The main factors of influence and prerequisites for the introduction of kaizen in the hotel service are the material and technical base, service technology, staff with their professional skills and abilities, quality of services. The generalized scheme of realization of the concept of kaizen in hotel service is developed. Its center is the guest. The key elements of kaizen in the hotel service are the availability of ideas and suggestions for improving the service; team interaction; availability of service standards; effective staff motivation; quality circles, whose work is based on mass critical thinking and a creative approach to the organization of service processes in the hotel. Features of the use of kaizen in the hotel service required the adaptation of its principles. The basic principles are understanding the guest, creating value for the guest, a strong team of professionals, increasing productivity and transparency of business processes. For the effective implementation of kaizen in the hotel service, an integral part of which is the corporate culture, the functions of staff at all hierarchical levels of management are defined. The use of bottom-up management requires the development of an effective system of staff motivation and organization of the workplace of each employee based on 5S factors: neatness (Seiri), set in order (Seiton), cleanliness (Seiso), stabilization (Seiketsu) and discipline (Shinsuke). Criteria and conditions for ensuring qualitative changes are formulated. They should be used to improve the corporate culture of the hotel. It is substantiated that soft and hard skills of staff to provide hospitality services are important components of quality hotel service, based on a disciplinary approach and implementation of internal quality standards, continuous staff training, control, coordination and improvement of business processes. It is proved that the staff and guests of the hotel are the main driver of quality changes in hotel service.