Kaizen implementation and its challenges in small and medium manufacturing firms: A case of Woliso Town, Ethiopia
DOI:
https://doi.org/10.22437/ppd.v9i2.10496Keywords:
Firms, Kaizen, Training opportunitiesAbstract
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.
Downloads
References
Abera, A. (2015). Kaizen Implementation in Ethiopia: Evidence in Literature. Journal for Studies in Management and Planning, 1(8), 1-11.
Bisht, D. S. (2013). The Japanese Wow: Kaizen. VSRD International Journal of Business and Management Research, 167-172.
Bulsuk, K. (2011). Why Kaizen Implementation Fails. Retrieved from: https://www.bulsuk.com/2011/10/why-kaizen-implementation-fails-six.html.
Debela, T. (2009). Business process re-engineering in Ethiopian public organizations: The relationship between theory and practice. Journal of Business and Administrative Studies, 1(2), 20-58
Desta, A., Asgedom, H.B., Gebresas, A. & Asheber, M. (2014). Analysis of Kaizen Implementation in Northern Ethiopia’s Manufacturing Industries. International Journal of Business and Commerce, 3(8), 39 - 57.
Ethiopian Kaizen Institute. (2013). Kaizen understanding and implementation, Personal Pocket Guideline, Vol.1.Woreda: Ethiopian Kaizen Institute
Ethiopian Kaizen Institute. (2011). Quality and Productivity Improvement, Vol. 7. Woreda: Ethiopian Kaizen Institute
Farris, J.A (2006). An empirical investigation of kaizen event effectiveness outcomes and Critical success factors. [Dissertation]. Virginia Polytechnic Institute and State University.
Hagos, A.M. (2016). Factors and Challenges Affecting Implementation of Continuous Improvement Tools in Garment Factories. 4th International Conference on the Advancements of Science and Technology in Mechanical and Industrial Engineering (ICAST-MIE, 2016).
Imai, M., (1986). Masaaki Imai, Kaizen the key to Japan's competitive success. New York: Mc Graw Hill, Inc.
Michalska, J. & Szewieczek, D. (2007). The 5s methodology as a tool for improving, Journal of Achievements in Materials and Manufacturing Engineering, 24(2), 211-214.
Kelly, C. (2000). From policy to performance: Weaving policy and leadership strategies to improve student achievement.
Lingappan, D. (2016). Kaizen Performance in an Engineering Industry in India: A Case Study. Management Studies and Economic System, 3(1), 11-21
Mekonnen, E. (2017). Assessment of Kaizen Implementation Practices and Challenges: [Unpublished Msc Thesis]. School of Graduate Studies, St. Mary’s University
Ministry of Industry, (2015). Ethiopia’s Kaizen Manual.
Murata, K., & Katayama, H., (2009). An Evaluation of Factory Performance
Utilized KPI/KAI with Data Envelopment Analysis. Journal of the Operations
Research Society of Japan (JORSJ), 52(2), 204-220.
Otuka, K., Jin, K. & Sonobe, T. (2018). Applying Kaizen in Africa. A New Avenue For Industrial Development. Palgrave Macmillan.
Rink J., (2005). Lean can save American manufacturing. Reliable plant. Retrieved from https://www.reliableplant.com/Read/330/lean-manufacturing-save.
Tanner, C., & Roncarti, R., (1994). Kaizen leads to breakthroughs in responsiveness and the Shingo Prize at Critikon. National Productivity Review, 13(4), 517-531.
Taye, B.T. (2014). Practices and challenges of kaizen implementation at Entoto polytechnic cluster college. The Case of Woreda Three Enterprises of Gulele Sub-City in Addis Ababa City Administration. [Theses]. Addis Ababa University.
Titu, M. A., Oprean, C., & Grecu, D. (2010). Applying the Kaizen Method and the 5‘s Technique in the activity of Post-Sale Services in the Knowledge-Based Organization. Proceeding of the International Multi Conference of Engineers and Computer Scientists, March 17 – 19, 2010, Hongkong.
Womack, J. & Jones, D. (1991). The machine that changed the world: The story of learn production. New York: Harper Collins.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2021 Solomon Terfasa Dinka
This work is licensed under a Creative Commons Attribution 4.0 International License.
