Kaizen Principles Research Articles

TERAPAN ETOS KAIZEN DALAM “MENINGKATKAN KELAS” BISNIS KULINER BERKEARIFAN LOKAL

This community service activity aims to provide counseling to the UMKM Association of Komunitas Sukses Berjamaah Indonesia (KSBI) in South Jakarta regarding the application of the Kaizen ethos in improving the quality and success of their culinary business based on local wisdom. This counseling aims to provide an understanding of the concept of Kaizen ethos and encourage KSBI members to apply it in their culinary business. In this activity, an interactive approach method was used through discussions and case studies to understand the potential for improving local wisdom-based culinary businesses. The participants were invited to identify problems, challenges, and opportunities in their culinary business, as well as to utilize local wisdom as an added value in the business. Key Kaizen principles, such as elimination of waste, quality improvement, employee engagement, and continuous improvement cycle, were explained and applied in the context of KSBI's culinary business. Through the delivery of implementation strategies and successful case examples, participants were given practical guidance to apply the Kaizen ethos in their culinary business. In addition, Q&A and discussion sessions provided an opportunity for KSBI members to share their experiences and obtain solutions to the questions and problems they faced. The results of this activity had a positive impact on the members of the UMKM Community Sukses Berjamaah Indonesia (KSBI) in South Jakarta, focusing on continuous improvement and utilization of local potential, the participants managed to improve their operational efficiency and the quality of their culinary products. Awareness of the importance of innovation and adaptation to market changes has also increased, thus opening up opportunities to expand markets and strengthen the competitiveness of local wisdom-based culinary businesses through the application of the Kaizen ethos.

The Role of Knowledge Management, Kaizen Culture and Training on Employee Performance

The study establishes the relationship between employee performance, training, knowledge management and Kaizen culture. Primary sources, specifically questionnaires distributed to respondents via online Google Forms and printed copies, provided the data for this study. This study included a convenience sample of 113 respondents from selected private companies in Johor, Melaka, and Negeri Sembilan. The study found no statistically significant relationship between training and knowledge management about employee performance. The introduction of Kaizen culture in certain organizations in the southern region of Malaysia proved to have a significant influence on employee performance. This study highlights the significance of implementing a kaizen culture to enhance employee performance. Implementing the kaizen principle would immediately affect several aspects such as employee engagement, empowerment, communication, and recognition. Although earlier studies have examined employee performance and its management antecedents, there is a lack of understanding of the relationship between training, knowledge management, and the kaizen culture, specifically within the private sector in Malaysia.

Transmogrifying Anatomy Learning by Kaizen Strategies and Game-Based Education.

The study explores the significance of continuous improvement through Kaizen in the evolving landscape of anatomy education. In this study, our objectives were twofold: 1) to assess the effectiveness of incorporating games in the first-year medical curriculum for reinforcing anatomy knowledge, and 2) to explore whether game-based sessions elicit improved student responses in the learning of anatomy. A total of 100 first-year Bachelor of Medicine and Bachelor of Surgery (MBBS) students at All India Institute of Medical Sciences (AIIMS), Bibinagar, Hyderabad, Telangana, India, were exposed to game-based learning which involved six rounds: acronym mnemonics (Redolent), jigsaw puzzle solving (Dumbfound), Filling gaps in concept maps (Blogging), Connecting images (Kinship), case scenario creation (Penman), and rapid-fire round (Rattling). At the end of the intervention, a test was taken and feedback was obtained from all the participants using a prevalidated questionnaire prepared based on a 5-point Likert scale. Questionnaire responses were subjected to descriptive analysis, and reliability analysis (Cronbach's α) was performed to evaluate the internal consistencies of items. A paired t-test indicated that there was a significantly large difference between before (mean (M) = 17.2, standard deviation (SD) = 9.1) and after (M = 25.9, SD = 8), t(99) = 18.4, p < .001, signifying that the performance of the students was far better with game-based learning approaches than conventional learning. Combining game-based education with Kaizen principles in anatomy education not only prepares students for success in their academic pursuits but also empowers them to navigate the complexities of the ever-evolving healthcare landscape with confidence and proficiency.

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.

Improving Care Continuity in Oncology Settings: A Lean Management Approach to Minimize Discharges Without Follow-Up Appointments.

This study aimed to reduce the number of patients discharged without scheduled follow-up appointments by implementing lean management principles. Conducted at the Sultan Qaboos Comprehensive Cancer Center in Muscat, Oman, the research utilized a one-group pretest-posttest quasi-experimental design to evaluate the impact of lean management interventions on the rate of patient discharges without follow-up appointments. Strategies such as the Kaizen principle, Gemba Walks, cross-functional collaboration, standard work procedures, and waste reduction were employed to enhance operational efficiency. Spanning from Quarter 3 of 2022 to Quarter 2 of 2023, the study demonstrated a significant decrease in the percentage of patients discharged without planned follow-up appointments. The rate dropped from 9% in September 2022 to 0% in March 2023, with statistically significant differences observed (X2= 65.05, p value=<.0001). By effectively implementing lean management principles, this research successfully enhanced care continuity for oncology patients after being discharged.

Introduction to the Application of Kaizen Principles in the World of Work, For the Students of SMK.N 43 Jakarta

Introduction to the Application of Kaizen Principles in the World of Work, For the Students of SMK.N 43 Jakarta

Improving Economic Efficiency and Occupational Safety in Production Facilities Using the 5S-Kaizen Method

This manuscript explores the integration of the 5S-Kaizen method as a strategic approach to improve economic efficiency and occupational safety in production facilities. Economic efficiency in manufacturing involves optimizing resources, enhancing productivity, and managing costs, while occupational safety is vital for employee well-being and sustainable business growth. In Vietnam, where companies face challenges related to high production costs and unsafe working environments, the 5S-Kaizen method is implemented to eliminate waste, reduce costs, and create safer workplaces. This method promotes process enhancements, system improvements, and workplace layout modifications, resulting in cost savings, improved labor efficiency, and reduced occupational accidents and illnesses. The manuscript details the 5S methodology, Kaizen principles, their advantages and disadvantages, and the benefits of combining them. It emphasizes the need for leadership support, employee involvement, and continuous improvement for successful implementation. Ultimately, the integration of 5S and Kaizen fosters a culture of continuous improvement and sustainability, positively impacting economic efficiency and occupational safety.

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.

An Ethnographic View of Kaizen Culture in the Concept of Human Capital at the Top-Middle Management Level

Research Purposes: This article aims to deepen the understanding of Kaizen culture in relation to the concept of human capital at the current middle-top managerial level.&#x0D; Research Methods: This research led to the choice of using a qualitative method approach, ethnography.&#x0D; Research Originality: This research is the first to be conducted, and is expected to contribute to the development of human capital theory at the managerial level of companies.&#x0D; Findings: From this Kaizen culture, they teach humans to make changes for the good in an efficient, processed manner and to make life goals more meaningful. To support the implementation of the Kaizen Strategy, we need standardization in the production process and work procedures in an organization, namely SMART (Specific, Measurable, Attainable, Relevant, and Timely).&#x0D; Implications: We can apply to Kaizen culture not only at the individual level but also on a large corporate scale such as manufacturing, this is because it makes everything better and more efficient over time. From this Kaizen culture, humans are also taught to make changes with goodness in an efficient, processed manner, and to make life goals more meaningful. There are 10 Kaizen principles that can be applied so that a person's life goals become more developed and meaningful, namely continuing to improve one's abilities; Leave Old Bad Habits behind; Proactive; Always Correct Yourself; Want to develop yourself in your own way; Willing to listen to other people's opinions; Can utilize gathering moments more effectively; Want to ask yourself; and Live Economically and Efficiently.&#x0D; Limitations: Kaizen culture using the SMART method cannot be short term, but takes the form of an accumulation of success in a long-term context.

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.

The Effect of Organizational Culture on Employee Job Satisfaction in Kaizen Excellence Centre

This study delves into the nexus between organizational culture and employee job satisfaction in the specific setting of a Kaizen Excellence Centre. Kaizen, rooted in Japanese philosophy with a focus on continuous improvement, has garnered recognition for its impact on operational efficiency and a culture of perpetual learning. Despite Kaizen's prominence, the influence of organizational culture on employee job satisfaction within Kaizen environments remains insufficiently explored. Employing a mixed-methods approach, the research utilizes qualitative methods such as interviews and focus group discussions to delve into employees' perceptions of organizational culture and its impact on job satisfaction. Quantitative data is gathered through surveys, measuring key variables related to organizational culture and job satisfaction. The study posits that a positive organizational culture aligned with Kaizen principles, emphasizing employee empowerment and open communication, significantly contributes to heightened job satisfaction in the Kaizen Excellence Centre. Conversely, a mismatch between organizational culture and Kaizen principles may lead to diminished job satisfaction.&#x0D; The research findings offer valuable insights for organizations implementing Kaizen methodologies, emphasizing the pivotal role of organizational culture in shaping employee satisfaction. Understanding the interplay between organizational culture and job satisfaction enables organizations to tailor strategies, creating a work environment that promotes employee well-being and engagement, ultimately enhancing the overall success of Kaizen initiatives.

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.

Pengenalan Prinsip Kaizen Dan Penanganan Barang Berbahaya (Dangerous Goods) pada PT. Kereta Api Logistik (KALOG) di Jakarta Pada Tahun 2020

PT. Railway Logistics (KALOG) as a partner in this PKM is a company engaged in the field of rail-based freight transportation with business fields in the form of logistics distribution, container terminal management, loading and unloading, warehousing, packing, labeling, transportation, tracking, logistics escort and logistics management. The problem of partner priority is the lack of human resources who understand specifically about the application of Kaizen principles and the handling of dangerous goods, especially for the delivery of goods by train. The purpose of this activity is; Provide basic knowledge of kaizen principles, handling dangerous goods and the formation of a profitability mindset for employees. The event was held on Thursday, March 12, 2020 at the Office of PT. KALOG, Railway Warehousing Complex, Kp Bandan Rt. 2/4, Jakarta 14430. Methods of Activities with training, Q&amp;A and video playback. The stages of the activity are: a. Stage of Proposal Making, b. Survey Stage: Review of the location of devotion to PT. KALOG and conducted an interview with the Chairman of PT. Local KALOG, c. The stage of identification of partner problems and identification of equipment needs for socialization, d. Stages of Implementation of activities and the final stage, namely the creation of reports and articles of PKM journals. The result of this activity is the increasing knowledge and understanding of participants about the importance of applying the principles of Kaizen and Dangerous Goods in creating profitability and safety and security of freight by train. Participants of the activity are 26 people consisting of leaders, employees and stake holders from PT. KALOG numbered plus 4 Lecturers and 5 ITL students The survey results showed that socialization was effective because it was able to increase the knowledge and understanding of participants in the principles of Kaizen and Dangerous Goods in handling goods, especially by train

Applying Lean Kaizen to improve timely CT scan appointments for oncology patients in a safety-net hospital.

e18627 Background: Timely radiographic studies are essential to oncology care. At our institution, a safety net hospital in a large metropolitan area, baseline assessment determined that the overwhelming majority of outpatient computed tomographic (CT) scans for oncology patients were overdue for scheduling. We applied the Lean Kaizen quality improvement model to improve on-time scheduling of CT scans in our hematology-oncology clinic. Lean Kaizen is centered around eliminating waste, improving productivity, and maintaining sustained improvement through collaborative efforts from multiple departments to analyze system workflow inefficiencies in a stepwise fashion. Methods: In collaboration with our Kaizen Promotion Office, we conducted a series of interdisciplinary meetings including staff from radiology, oncology, scheduling, and administration. All aspects of the scheduling workflow were critically reviewed and barriers to scheduling were identified using an Ishikawa root-cause diagram and the Kaizen principle of gemba (“go and see the work”). A new workflow was developed in which clinic staff scheduled patients for CT scans prior to clinic discharge. To implement the new workflow, we employed the principles of shojinka (“create flow”) and nagara (“eliminate waste”). We developed and distributed workflow guides, conducted simulation events, and provided one-on-one training to ensure a successful rollout. Three months after our initial meeting, the new workflow was launched. The workflow was refined based on feedback from daily pre-clinic team meetings. Results: Preliminary data were gathered approximately 3 weeks following implementation of our new workflow. Since our intervention, the percentage of CT scans overdue for scheduling decreased from 87% (65 of 75 CT scans) to 17% (9 of 53 CT scans). Conclusions: Our study showed that the Lean Kaizen QI model was successful in improving the rate of oncology patients scheduled for CT scans in a timely fashion. This study demonstrated the importance of interdepartmental collaboration and continuous monitoring for improvement. Given the success of this project, this workflow will be expanded to other services within our institution following the Kaizen principle of yokoten (“sharing knowledge”).

University leadership styles using the Kaizen approach

The current research seeks to enhance current university leadership styles by using the Kaizen approach from a university leadership point of view it also highlights the requirements needed to improve university leadership by applying the Kaizen approach. To achieve these objectives, the research uses the questionnaire as a tool to collect research data and applies this to the leaders, faculty, and staff of four universities in the MENA area. The research sample consists of 160 individuals (including deans, co-deans, department heads, faculty, staff, and employees) from four different universities. The research concluded with several results, from which the majority of the sample first agreed that there is a lack of a Kaizen approach culture among university leadership, and also agreed on the importance of applying Kaizen principles as a model for enhancing university leadership.

USE OF KAIZEN PRINCIPLE AND LINE BALANCING TECHNIQUE FOR PROCESS IMPROVEMENT IN THE ASSEMBLY OF AUTOMOTIVE COMPONENTS

Continuous process improvement is critical for organisations to stay in business. An automotive component manufacturer faced productivity challenges after the launch of a new hybrid C-SUV automobile in South Africa. This paper aims to improve the seat cover sewing process line through a line balancing technique. The use of process standard times to balance the production process initially led to bottlenecks, and the cycle time was above the takt time of the assembly line. Through the use of work-study analysis and time studies, the bottleneck processes were identified. Elements were then categorized, and kaizen implementation occurred at the processes. The processes were then rebalanced to meet the calculated cycle time. A root cause analysis was also conducted to investigate the sources of muda and the factors affecting the rate of working. The assembly line was then rebalanced, and the balance delay decreased by 33%. Keywords Bottlenecks; Kaizen principle; Muda

Kaizen in Automotive Innovation: How the Hungarian Automotive Clusters Can Profit From the Adoption of Kaizen Principles – A Literature Review of the Central European Automotive Industry

Due to historical, political, and cultural similarities the Central European (CE) domestic market grew to one of the closest and most integrated economic networks of the world. Sharing the necessary technological competencies and resources, industries like the au-tomotive industry arose to cross-bordering ecosystems. In contrast to the supply chains of other consumer goods, Hungary established a suitable environment to become dominant in the primary industry of manufacturing rather than a sole cost-reducing supplier. However, the analysis of current organizational framework of operating automotive enterprises in CE highlighted, that long existing concepts like Kaizen are still not tailored into the day-to-day business concept. Consequent-ly, competitors from other hemispheres might have an impactful market advantage. Thus, the purpose of this paper focuses on the barriers of implementing said organizational changes and identifying necessary steps towards internal reorganisation in Hungary while keeping the se-curity of known and long-established structures alike. By analysing the experiences of neighbouring countries which are also part of the CE supply chain, critical factors are revealed. The findings of the paper elaborate on the positive long-term effects of Kaizen for this specific industrial sector as well as drafting a recommended innovation roadmap for the Hungarian automotive innovation.

Kajian Pelaksanaan Perbaikan Berkelanjutan Filosofi Kaizen pada Proyek Konstruksi di Indonesia

Kaizen as a quality management system offers a new approach to increase productivity by improving existing production processes without investing in new tools/procedures. This study aimed to determine the application of continuous improvement in construction projects according to kaizen philosophy. The research was conducted using descriptive analysis to describe the process of continuous improvement in a construction project. Data were collected using a questionnaire method on 24 building and road projects and interviews with two contractors. This study's results indicate that the application of the kaizen principle in construction projects is still limited. The research reveals that project planning has been carried out but not entirely following field conditions, standardization of work methods already exists but not detailed, all parties in the project have been involved in the construction process, but initiatives to make improvements have not been seen because it is still focused on corrective evaluation and work completion. The challenges in implementing continuous improvement are the lack of a quality management system, lack of working time, lack of consistency in the implementation of quality, and lack of worker’s skill in carrying out work. Some improvements required to support continuous improvement are to encourage top management's role in the application of quality management systems and internalization of the kaizen principle to all workers. The involvement of all production elements in maintaining product's quality in the internal system also needs to be improved.

Process optimization through closed-loop Kaizen with discrete event simulation: A case study in China

This article presents a closed-loop Kaizen system with discrete event simulation in the stage of design and reengineering of mass-customization production system. This approach contains four steps: current process analysis, production line design, discrete event simulation to solve the dynamic event questions, and implements and evaluation. The current process analysis and the production line design refer to the value stream mapping and the productivity analysis based on Kaizen principle, respectively. Production line designs are the modeling basis of discrete event simulation, and discrete event simulation feeds back results to the decision-makers to reduce waste and cost and improve the quality and productivity by reforming the production line. Therefore, by connecting the closed-loop Kaizen with discrete event simulation, the production line can be continuously and automatically improved. To demonstrate the potentials of the closed-loop Kaizen system, a case study was applied based on the original production layout and economic benefits were achieved. Moreover, this article indicates a direction for the full automation of process optimization.

The relevance of Kaizen-based work-readiness training for South African University of Technology students

Kaizen -based work-readiness training originated in Japan and is based on the ‘lean’ production methods taught in Toyota factories in Japan and abroad. Kaizen -based training is rooted in the Kaizen principles of respect for others, the elimination of waste, continuous improvement, collaboration as the key to productivity and innovation as incremental in work processes. The Employability Improvement Programme (EIP), an initiative between the South African Department of Higher Education and Training, the Japan International Cooperation Agency and South African Universities of Technology, is a Kaizen -based short training programme that was introduced in 2011 with the intention to enhance South African University of Technology students’ work-readiness. The research question guiding the study is: how could a short Kaizen -based intervention contribute to South African University of Technology students’ work-readiness? The data for the study comprise curriculum documents, teaching and learning media, video footage and interviews with participants of the Kaizen events over the period 2016–2018. The study found that the EIP supported students’ acquisition of interpersonal skills and personal dispositions towards work-readiness, but skills that were related to workplace relations in context, professional values and a sense of a broader contribution to society were largely absent. The study recommends that longer term, more integrated and better contextualised forms of training are necessary in attaining work-readiness in the complex South African work context.