Kaizen Strategy Research Articles

The Possibility of Applying to School Principals at Irbid Governorate for Kaizen Strategy

The Possibility of Applying to School Principals at Irbid Governorate for Kaizen Strategy

Eğitim Yönetiminde Kaizen’in Kavramsal Çerçevesinin İncelenmesi

In today's world, the technology that is changing almost every day and developing rapidly is bringing with it inconceivable transformations. At the beginning of these transformation strategies, a collaborative management approach comes first. Collaborative management requires strategic integrity in a general sense. KAIZEN strategy, on the other hand, is the most important focus of the Japanese state's ability to cope with competition in the form of the most valuable concept in terms of the Japanese management system. KAIZEN, which is one of the most commonly used concepts in the Japanese government, appears in the form of a continuous development strategy that covers all working people. Innovations lean on technique, and the cost mechanics of acquiring the latest technique in a competitive workplace will also be in phase. At the same rate, the continuous increase in the manufacturing cost of the existing finished product is a conflict environment in which consumers need to ensure quality satisfaction, and the continuous development of the service process seems to be important costs and problems for companies. The importance of KAIZEN strategy method is also revealed in this focus, because it provides the solution of existing problems by creating a corporate culture in which the existence of problems in any enterprise is understood in every detail, coping with problems can be realized with the participation of every employee. Another important feature of the KAIZEN strategy method is that if the top management wants to make a lot of profit in the phase by ensuring the continuity of the power in the business field, it realizes that it is essential to meet the customer's needs in the most accurate way. Key Words: Educational Management, Kaizen, Conceptual Framework

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.
 Research Methods: This research led to the choice of using a qualitative method approach, ethnography.
 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.
 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).
 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.
 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.

Implementation of Industrial Traceability Systems: A Case Study of a Luxury Metal Pieces Manufacturing Company

Technological advances have shown an accentuated growth trend, which is directly proportional to the quality of life in today’s society. As a result, the business market is becoming increasingly competitive and customers are becoming more demanding, forcing companies to look for new tools and adopt new work methodologies to improve their flexibility, effectiveness and efficiency, ensuring a better response to market needs. In this context, the tools for tracking objects, totally or partially automatic, are considered essential technologies to all kinds of analysis and the treatment of business data, providing several benefits to companies, including waste reduction, identification of bottlenecks, cost reduction, improvement of product quality and the entire flow of business information. A case study of an industrial company specializing in machining, polishing and galvanoplasty of metallic alloys, small size pieces to be incorporated in luxury fashion accessories, is presented. Derived from the difficulties underlying the implementation of a traceability system supported by identification technologies and obtaining data in an automatic way, the focus of the study is based on the identification of a base model, with sequential steps, which allows any industrial company to adapt these types of technological tools and systems. Based on the pillars of knowledge acquired through a bibliographic review on the subject, as well as on the recognition of the whole production flow, this work makes use of an implementation model already developed, studied and tested, supported by a project viability analysis measuring the benefits obtained with the results found after the respective implementation. Production performance increased with the implementation of a traceability system, as the time worked throughout the flow decreased. Production performance prior to implementation was around 98.6%. Applying a Kaizen (continuous improvement) strategy and based on the times collected in the pilot test, this indicator rose by 0.5%, obtaining a production performance of 99.1%, corresponding to an annual increase of 99 pieces. The integration of a robust and simple traceability system supported by automatic identification and data capture (AIDC) technologies in this industrial environment allowed for automated data collection and processing. In addition to the financial and productive benefits, this Industry 4.0 implementation encompasses a huge medium- to long-term impact in functional and monitoring terms, providing enormous aid to the management of production flows.

ROLE OF KAIZEN WORK CULTURE AS MODERATING WORK QUALITY AND PRODUCTIVITY IMPROVEMENT

Today, the role of a superior and strong work culture has become the main factor moderating performance improvement in a company. This can be seen in the quality and productivity of the work produced by the workers/employees and is a manifestation of the values ​​formed by a habit and a strong desire to achieve the vision and mission. Kaizen's work culture has the principle of continuous and comprehensive improvement and prioritizes a high work ethic which has been widely adopted by many companies as a competitive advantage in facing change. This interest in Aini's work culture prompted us to conduct a literature review sourced from national, international journals and library research with the aim of studying the role of Kaizen Work Culture as Moderating Work Quality and Productivity Improvement. The results of the literature review found that a high work ethic and commitment to always adapt to the environment is a Kaizen strategy to face the dynamics of change based on the establishment of strong standard operating procedures, identifying problems in detail, conducting trials and continuous development, having a direct impact on improving work quality and productivity and becoming a competitive advantage for companies in the face of competition.

Kaizen Costing – A Continuous Improvement Strategy of the Organisations

Nowadays, in the business field, a perpetual tendency of cost reduction, labor optimization, waste elimination and continuous improvement is perceived. It is self-evident that achieving these objectives requires a strategy, so that Kaizen costing is helpful in this respect. The approach aims at fulfilling these purposes and, at the same time, creates a pleasant environment, in a permanent organic growth, both for the employees and the management and the entire community. The object of the research hereby is presenting the Kaizen costing strategy, its principles and rules, but at the same time it focuses on highlighting the implementation of this approach at the level of industries with very different fields of activity. Is the Kaizen strategy really efficient for achieving the mentioned objectives? Can it be successfully implemented within organizations from different industries? Does Kaizen costing have benefits and limitations? Does it contribute to increasing the efficiency of the manufacturing process? These are just a few of the questions to which the study hereby is trying to answer, being intended for those who strongly believe that there is always room for improvement.

Kaizen strategy requirements and its availability in Assiut University libraries: an Analytical Comparitive Study

The study aimed to identify the concept of Kaizen strategy, stating its origins, principles, features, pillars, and finally the stages of its application. The researcher then tried to outline the dimensions of the Kaizen strategy, namely: the general requirements, formulation requirements, implementation requirements, and evaluation requirements. This is done within the University of Assiut college and institute libraries, from the point of view of the librarians .A comparison of the availability of these requirements was made between the accredited libraries and the non-accredited. The study relied mainly on the field research methodology, using the questionnaire as the primary tool for data collection. It was distributed to all librarians in the university libraries, excluding support services staff. The number of the study community sample was (291) persons who answered the questionnaire, which represents 70.5% of the total number of employees at these libraries. Through the practical section of the study, the researcher depended on the comparative analysis approach. Statistical data were processed using the SPSS. The study reached several results, including: the availability of the Kaizen strategy general requirements for the accredited libraries was at 77.75%, and for the non-accredited libraries was 74,40%. The Kaizen strategy, requirements for formulation reached 76.63% for the accredited libraries, and 72.18% for the non-accredited libraries. The Kaizen strategy implementation requirements was 79,14%for the accredited libraries, and 75,87% for the non-accredited libraries. The Kaizen strategy evaluation requirements in the accredited libraries were 73.54%, and 69.94% in non-accredited libraries.

Mathematical modeling to mitigate the effects of COVID-19 in the tourism sector in Peru

Based on the need to make accurate decisions in the face of the COVID-19 pandemic in Peru, pandemic in Peru, specifically for the recovery of the tourism sector. For this purpose, a characterization of the behavior of the pandemic was carried out in the first three months of its development, based on the analysis of trends and the determination of the effective reproduction number (Rt) from statistical-mathematical methods. A variant of the SIR mathematical model was applied to forecast the possible evolution of the pandemic. This model was adjusted with the GlobalSearch optimization strategy of the MATLAB software. His solution used the MATLAB function ode23tb, which uses a combined Runge-Kutta algorithm with a trapezoidal rule algorithm. With the application of the Kaizen strategy as a means of continuous improvement, a set of actions were proposed that could be carried out today and that would allow the recovery of the tourism sector to be faced in a better situation. The behavior of the Rt and the simulation carried out showed that the mitigation measures established are insufficient to substantially reduce the impact of the pandemic, predicting that, by the end of 2020, the number of infected could reach the figure of 840 thousand and the deaths would exceed the 44 thousand.

The Role of Kaizen's Strategy (Japanese Model) in Empowering Human Resources (Field study on female employees in the general administration of education in Jeddah): دور استراتيجية كايزن (الأنموذج الياباني) في تمكين الموارد البشرية (دراسة ميدانية على الموظفات في الإدارة العامة للتعليم بمحافظة جدة)

The study aimed to recognize the role of Kaizen strategy (Japanese Model) in the empowerment of human resources; a field study on female employees in the general administration of education in Jeddah. The descriptive and analytical method was used. The study population reached (494) female employee, where a simple random sample was taken. The researcher, in order to achieve the objectives of the study, designed a questionnaire containing (30) paragraphs as a tool for collecting data, which was distributed to (276) female employees. The number of questionnaires which are valid for analysis reached (234) questionnaire. The data were statistically processed using the Statistical Package for the Social Sciences (SPSS). The study reached several results, the most important of which is: There is a statistically significant relationship between the Kaizen strategy and the empowerment of human resources at the level (α≤0.05). The results also showed the degree to which the majority of the sample of the female employees of the general administration of education in Jeddah met the basic concepts of the Kaizen strategy, with an approval rate of (71.2%). The degree of empowerment of human resources in the organization was with an approval rate of (59.7%). In addition, the opinion of the female employees was positive for the role that the implementation of the Kaizen strategy will play in empowering human resources in the organization, with approval rate of (82.9%). The most approved word is (Its Implementation will reduce the waste of operations, effort, time, errors and cost). The most important recommendations of the study: the need to spread the philosophy of Kaizen in governmental and private organizations in the Kingdom of Saudi Arabia and adoption the philosophy of Kaizen in the organization as a modern management method helps to achieve services' quality and the development of performance on a continuous basis to obtain positive results, as well as working to empower workers by using modern methods of management, develop their skills to achieve the best levels of work and achievement, provide working environment that increases the positive interaction between employees and raise the level of job performance and quality of services and outputs.

Foreign experience in personnel management in the hotel and restaurant business

Purpose. The aim of the article is systematization of the main directions of effective foreign experience of personnel management in the field of hotel and restaurant business. Methodology of research. The works of domestic and foreign scientists on effective foreign experience in personnel management in the hotel and restaurant business are the theoretical and methodological basis of the study. The tasks set in the work are solved by means of methods: analysis and generalization – at disclosure of the basic directions of the leading foreign experience of personnel management in the field of hotel and restaurant business; system approach and abstract and logical – in determining the possibilities of application of the considered methods in the domestic conditions of development of the subjects of the researched sphere. Findings. The main directions of effective foreign experience of personnel management in the field of hotel and restaurant business are systematized. It is established that the main areas of successful experience of foreign countries in the management of personnel of the hotel and restaurant industry include: the personnel management system of the hotel and restaurant industry, based on the use of kaizen strategy, which is typical of Japanese management; the American approach to the personnel management system, which is applied to the entire service sector in the country (including the hotel and restaurant business) and is based on a decent assessment and remuneration of employees for the work performed (“Pay for Performance”); competency approach used in the hotel and restaurant industry in the West and based on the guideline for training employees to manage their own knowledge, skills and abilities, i.e. be able to learn and develop independently (through the introduction of a generic model and corporate competency model). Originality. The substantiation of possible directions of adaptation of effective foreign experience of personnel management in the sphere of hotel and restaurant business to conditions of functioning of the Ukrainian establishments of the specified sphere has received further development. Practical value. The use of successful experience of foreign countries in the management of personnel of the hotel and restaurant industry will contribute to the further improvement of the system of training, retraining, advanced training and competitiveness of the hotel industry of Ukraine. Key words: personnel management, hotel and restaurant business, competency approach, kaizen strategy, implementation, generic model, corporate competency model, adaptation.

Kaizen technologies in natural and economic systems management: approaches to economic and mathematical modeling

The mathematical model of a territorial community management based on a multi-sectoral model of a national economy and Kaizen strategy has been built. According to the modelling a united territorial community is a "closed system". This allows to determine the internal functioning potential to assess the possibilities of self-financing and break-even point. In the multi-sectoral model for a territorial community, we assume that the elements of this complex system are the basic factors of production, namely, land, labour, capital, entrepreneurial skills and information. It has been found out that effective management of territorial community’s internal potential allows to assess its internal economic security rate based on autonomy and self-sufficiency. It has been proved that Kaizen strategies cause effective organization, control and managerial influence on a complex system like a territorial community in the context of its dynamic development.

Enhancing Change Management at University level Education in Egypt in the Light of Gemba Kaizen Model

هدفت الدراسة إلى الکشف عن مدي إسهام إدارة التغيير في تطبيق نموذج جيمبا کيزن Gemba Kaizen لتحقيق الجودة في مؤسسات التعليم الجامعي في مصر. وتناولت الدراسة مراجعة الأدبيات حول التعليم الجامعي وأهدافه ووظائفه ومکوناته ومشاکله. کما سلطت الدراسة الحالية الضوء على نموذج جيمبا کيزن وتطوره وأهدافه ومبادئه وخصائصه واستراتيجياته ، التي يمکن استخدامها في مؤسسات التعليم الجامعي للتغلب على المشکلات التي تواجه الجامعات المصرية حيث يؤدي استخدام نموذج جيمبا کيزن إلى تحقيق الجودة في الأداء الجامعي عن طريق تطوير الامکانات والخدمات المتاحة فعليا في البنية المؤسسية للجامعات. واستخدمت الدراسة المنهج الوصفي لتوضيح العلاقة بين نموذج جيمبا کيزن لتحقيق الجودة ونشر ثقافة التميز وإدارة التغيير في التعليم الجامعي في السياق المصري. وکشفت نتائج الدراسة عن أن استخدام نموذج جيمبا کيزن يساعد في خلق ثقافة التغيير لجميع الأفراد. بالإضافة إلى إجراء بعض التعديلات النوعية في تطبيق نموذج دائرة ديمنج الشهير(PDCA) ، حيث يضمن استخدام نموذج کيزن تحقيق التحسن المستمر في الجامعات وتعزيز قدراتها عن طريق نشر ثقافة الجودة بين أعضاء المؤسسة الجامعية وتفعيل إدارة التغيير بطريقة تحقق تحسين نتائج العمليات لتحقيق الأهداف والوصول إلى درجة zero – defect . The purpose of this study is to reveal whether the application of Gemba Kaizen at university education institutions in Egypt achieve and foster the culture of change management or not. The study consists of a literature review about university education, its goals, functions, components and problems. The current study also sheds light on the Gemba Kaizen technique, its development, goals, principles, characteristics and strategies, as its use at university education institutions may result in overcoming the problems which face Egyptian universities and can lead to continuous improvement. The qualitative approach was used to explain the relationship between the kaizen principles and change management culture at university education in the Egyptian context. This approach depends on gathering data and interpreting it in a way that the researcher sheds light in a fully way of the phenomenon being conducted. The Study findings revealed that the use of Gemba Kaizen technique helps in creating the culture of change for all individuals. Moreover, the Kaizen strategy developed the Deming Circle or the Plan– Do – Check – Act (PDCA) model as it fulfills the continuous improvement at universities and enhances their capacities. The members of university institution are aware in a way that improvement comes via improving the processes or improving the processes outcomes. To succeed, everyone at institution should know their tasks and at which step they are performed.

KAIZEN: ЯПОНСЬКА СТРАТЕГІЯ ДЛЯ УСПІШНОГО РОЗВИТКУ УКРАЇНСЬКОГО ПІДПРИЄМНИЦТВА

The article describes the main principles of KAIZEN's strategy for own efficiency. The economic prerequisites of a specific approach to enterprise management were investigated. The main methodology of the management strategy and its efficiency confirmation from the experience of Japanese companies were presented. The comparative characteristic of control technologies was given. The results of the introduction of Japanese technology KAIZEN on the examples of national enterprises were researched.

The requirements of implementing the Kaizen Strategy in Management for the purpose of improving administrative processes from the point of view of the administrative body (a field study on the Faculty of Education for Girls in Shakra): متطلبات تطبيق استراتيجية كايزن في الإدارة لغرض تحسين العمليات الإدارية من وجهة نظر الهيئة الإدارية (دراسة ميدانية على كلية التربية للبنات بشقراء)

The purpose of this scientific paper was know the views of members of the governing body of the Faculty of Girls' Education collage at Shaqra University in the importance of the requirements of kaizen strategy in management at collage, and the possibility of the application of these requirements at this collage. To address the problem of the research used a descriptive approach, and data for the study were collected through survey questioners were distributed to a sample of members of the governing body in the College of Education at Shaqra University. It was the use of the following statistical methods: percentages and averages, standard deviation. Search Results showed that the importance of the requirements of the management strategy kaizen got high esteem among the members of the governing body of the answers. The results also revealed that the possibility of the application of the requirements of the strategy got a median estimate. By the end, presented research proposals, including that Shaqra University to adopt a strategy in Kaizen management as a tool of change and development of the administrative work.

KAIZEN MANAGEMENT ISSUES AT THE WONJI SUGAR FACTORY IN ETHIOPIA: A COMPARATIVE ANALYSIS

ABSTRACT Since the Wonji Sugar Factory in Ethiopia implemented the Japanese Management Strategy, Kaizen in 2011, it has become a model for other companies within the sugar industry. In 2013 alone, the Wonji Sugar Factory was awarded the highest honor by the Ethiopian KAIZEN Institute. To learn more about the Wonji Sugar Factory and the factors that have contributed to the implementation of the Kaizen strategy, about 15 percent (i.e., 341 out of 2311) of the full-time employees who have worked for more than three years were sampled. The study was based on three groups (i.e., Service, Factory and Sugar Development workers) who were asked to give their observations about the implementation of the Kaizen techniques at the Wonji Sugar Factory. Kaizen improvement in quality and productivity requires a continuous assessment of its daily operations. The improvement observed at the Wonji Sugar Factory seems to be laudable. The results of the multiple regressions analysis indicate that of the three groups of employees,(i.e., Service, Factory, and Sugar Development), the Factory workers have successfully implemented Quality and productivity utilizing the Kaizen (Contributions, Tools, Pillars, Philosophy, and successfully tackled the implementation challenges) techniques. Similarly, the Sugar Development employees have significantly implemented Quality improvement using the Kaizen (Fundamentals, Pillars, and Principles); and Productivity utilizing Kaizen (Contributions, Fundamentals, Tools, Philosophy, and Principles). Like the Factory and Sugar Development employee regression model for quality and Productivity, the Service Employees regression model is significant at (p< .000) but does not predict as much variance as the regression models for Quality and Productivity of the Factory and Sugar Development employees of the Wonji Sugar Factory. Thus, the implications that could be brought to the attention of the Wonji Sugar Factory policy makers are that the Service and Administrative apparatus of the Factory need to be restructured and operated at a horizontal level in order to promote direct communications among the employees. By initiating minor hybridization and by designing a synergy between the Japanese Kaizen system and the Ethiopian work ethic, the Service and Administrative Employees of the Wonji Sugar Company could be incentivized to continuously scrutinize their activities and accelerate improvement in quality and productivity for their company. In short, the Wonji Sugar Factory should attempt to establish the Kaizen model that honors positive transformation, making the workers an integral part of their enterprises so that the company could fulfill the constantly changing needs of their domestic and global markets. Keywords Kaizen, continuous improvement, management strategy, hybridization, synergy, positive transformation

Application of 'Small Steps Strategy' in the Management of European Companies

The extension of the European Union represents a huge opportunity for the companies, but in an equal measure it is a real challenge, namely the one to face competition with European enterprises. Quality stands for a constituent part of the competitiveness but the extension of the European Union has made the developing countries and the countries with economies in transition to experience difficulties in raising the quality of the goods and of the services supplied. In the following paper, the authors will propose some solutions to improve quality using the ”strategy of small steps” which is widely known as Kaizen strategy.

The Kaizen philosophy in the aluminium products improvement

Kaizen strategy is the most important Japanese management concept. Supporters of this by all means an interesting management philosophy consider it as a basis for achieving success by the company. The analyzed company X Stainless motivated by others companies market successes decided to deepen the knowledge of the Kaizen philosophy, which resulted in the implementation of this method of management in its ranks. The essence of Kaizen is to change ways of thinking and way of production management. Underlying this theory, there is the gradual but constant improvement of the status quo with the active involvement of every management employee and the rest of the company workers. Kaizen educates employees towards finding ways to better perform their duties. Performance of work is closely connected with the observance of standards and the introduction of small improvements in order to continue its improvement.

Kaizen strategy and the drive for competitiveness: challenges and opportunities

PurposeThe purpose of this paper is to revisit the Japanese model of continuous improvement (Kaizen) in order to evaluate its contribution to competitiveness in organizations and also recommend possible future research directions.Design/methodology/approachThis is a conceptual paper, and secondary databased. The paper examines a vast body of research, which looked at the model from different perspectives, and critically explores its potential benefits and drawbacks in organizations.FindingsThe paper concludes that, if properly implemented, Kaizen model can substantially contribute to continuous improvement and, thus, drive organizations for high competitiveness without a need for major investment.Practical implicationsThe findings suggest that the implementation of Kaizen calls for a development of a suitable culture within an organization that encourages creativity and promotes the theme of never settling on a status quo.Originality/valueThis paper shows that success of Kaizen model is not always guaranteed, as work environment and organizational culture can be the important variables in its implementation.

Kaizen—The many ways of getting better

Explores the Japanese kaizen philosophy and its application to manufacturing. The kaizen strategy is based on the process of gradual change bringing improvements to all area of management and production. It is a people based system with standardisation being an essential feature. Describes a kaizen workshop held in the UK by the Kaizen Institute of Europe, with comments from the participants. Concludes with a brief history of the Kaizen Institute of Europe [KIE].

A Kaizen strategy for APL education

No abstract available.