Showing papers on "Quality circle published in 2017"

Revisiting the existing notion of continuous improvement (Kaizen): literature review and field research of Toyota from a perspective of innovation

Abstract: Continuous improvement (Kaizen) has been identified as a crucial factor for strengthening firms’ competitiveness in the automotive industry as well as others, and many scholars view it as detailed below. In the existing literature, from a perspective of innovation, Kaizen has often been conceived of as an accumulation of similarly small, mutually independent, incremental process innovations that are conducted by workers, work-teams, and their leaders. However, few empirical case studies examine the relevance of this conventional notion of Kaizen. Do Kaizen activities contribute only to similarly small, incremental process innovations? Does Kaizen only consist of various mutually independent innovations? Is Kaizen always achieved by workers and work-teams rather than by engineers? This paper attempts to observe those continuous improvements conducted in a certain factory for a certain period. Through longitudinal observations, this paper shows via seven case studies that (1) Kaizen consists of a series of innovations with various scales and that these scales could also be estimated by the “scope of coordination” in addition to existing scale indicators, such as the investment amount, and outcomes, such as the cost reduction effect. Additionally, (2) Kaizen sometimes induces small changes in product design and affects organizational activities of production design as a small-scale product innovation. Furthermore, (3) Kaizen activities sometimes influence other Kaizen activities. With regard to these characteristics of Kaizen, this paper implies that (4) Kaizen management needs organizational design. For example, in Toyota’s case, not only work-teams but also product/process design engineers contribute to Kaizen, and shop-floor engineers play a vital role in coordinating between shop-floors and engineering departments on the basis of the “staff-in-line structure” of organizations.

Do Innovative Work Practices and Use of Information and Communication Technologies Motivate Employees

Abstract: I investigate the impact of innovative work practices and information and communication technologies (ICT) use on employees’ motivations. The paper provides new and interesting results on how firms can build a motivational environment. Within an original instrumenting framework, I modify what previous analyses reveal about quality circle and training participation. The results confirm the positive role of work practices such as teamwork, quality norms, formal appraisals, management recognition, and family-friendly policies. The ICT that most contributed to the development of a motivational environment are those that facilitate access to information and knowledge such as workflow, Internet, and e-mail.

An Empirical Tool to Measure the Effectiveness of Kaizen Events: A Case Study in the Wood Products Industries

Abstract: Kaizen events are used in business organizations to lower manufacturing costs and increase product value. However, little research has focused on measuring the effectiveness of Kaizen events as a continuous improvement tool. The goal of this article is to introduce an empirical tool to measure the effectiveness of Kaizen events on the basis of employees' perceptions of their knowledge of, barriers to, motivators for, drivers for, and effectiveness of Kaizen. The design of the tool included a questionnaire for the upper management and a questionnaire for production and nonproduction employees, and it was implemented in a wood products company located in the United States where Kaizen events had been conducted for several years. The interview with the Kaizen manager revealed critical aspects related to strategic issues, structure and support, and implementation of Kaizen events. The analysis of the questionnaire implemented with production and nonproduction employees indicated that perceptions rega...

Total Productive Maintenance

Abstract: The revival of the 16th century practice of the machine operator himself doing the routine machine maintenance is one of the most significant steps in lifting up the quality of production. The operator feels responsible not only for the output and quality of his output, but also for proper working of his machine. This also motivates him to take part wholeheartedly in the quality circle meetings and put forward his suggestions for the improvement of machine performance. This modern practice is aptly called Total Productive Maintenance (TPM). This chapter discusses the history of the development of this concept and highlights its various aspects in relation to the TPM philosophy, which is an integral part of the Total Quality Management philosophy.

A Survey Study: Important Factors in Just-in-Time Implementation

Abstract: Just-in-time technique is used to enhance firms’ performance, service level and reduce/eliminate waste from the end-to-end system Undeniably, just-in-time is playing significant role in the today’s world to achieve firms’ objective in terms of high service level with minimum cost This research’ objective is to fill the gap by forming, organizing an complete picture of a Just-in-Time execution process from the opinions of both academicians and practitioners by comparing results based on different research methods This research is based on secondary method used to collecting and summarize to the very relevant articles, which has been published Uncountable studies including; said Just-in-Time education is a critical factor in JIT execution The results show several factors involved in the just-in-time implementation such as, quality circle, reduction in set-up time, quality certificate of suppliers, cross-training, just-in-time education, relationship with supplier, schedule stability, top management commitment towards JIT project, in-house lot sizes etc The researchers also discussed research implications in detailed

Acceptability and feasibility of kaizen as a strategy for improving ssmes’ performance in tanzania

Abstract: KAIZEN, a Japanese business management concept that calls for continuous improvement, has been introduced in Tanzania to strengthen Small Scale Manufacturing Enterprises (SSMEs) through productivity and quality improvement. This paper examines the acceptability and feasibility of KAIZEN among SSMEs in Tanzania. A survey of 500 stakeholders and 23 pialot enterprises was carried out using questionnaires, interviews and observations during sensitization seminars and on-site trainings on 5S-KAIZEN methodology held in Dar es Salaam region. The study revealed that participants demonstrated willingness to implement KAIZEN strategy. However, the study revealed some challenges confronting the feasibility of KAIZEN practices such as employee resistance, lack of motivation among employees, lack of recognition of hardworking employees, inadequate communication, bureaucratic organisational structures and lack of workplace meetings. The conclusion can be drawn that KAIZEN is acceptable among SSMEs though its feasibility is very uncertain because of the existing management styles as well as the attitude and misconception about KAIZEN among managers and employees. The study recommends training of managers and employees, motivation of employees and transformation of management style.

LP Impacts on the Neoliberal Political-Economic Context

Abstract: Lean production has repeatedly been associated with the development of skills , increasing employee participation levels and enhancing the quality of working lives . However, diverse studies also come out against this perspective and instead identify certain limitations to this approach. This article reflects on both the implications lean production holds for the quality of life of workers and its impact within the context of neoliberalism . Opting in favour of a critical view, we present the innovative principles to lean management, segmented into three major topics: production management techniques , supplier networks and human resource management . Subsequently, we make a critical overview of the lean production implications for organising work and the workplace contexts faced by employees. Complementarily, this article also spans the terms under which the neoliberal political-economic system emerged. We conclude that lean production in itself is not the cause of negative impacts but depending on the management style and the way such practices get implemented. This neoliberal contextual framework underpins the focus on the most contested facets of lean production and how this effectively reflects in an intensification of work , boosting control levels , fragmenting and atomising labour and, on the grounds of worker flexibility , ensuring their availability to work in a variety of situations, on low salaries , with limited expectations in terms of workplace security and working conditions , lower levels of collective worker resistance and highly vulnerable to deteriorations in their standards of living .

Group cohesiveness among quality circle — Factor reduction using eigen values

Abstract: Small Group Activity (SGA) called as Quality Circles is formed by cluster of employees from the same work area who meet voluntarily play a major role in solving work related problems. Hence group cohesiveness among the quality circle members is very essential which impact productivity and performance. Thus the current study identifies the key factors determining the attributes for group cohesiveness of employees using factor analysis and four factors namely i) Relationship and interaction with group members ii) Members are honest and straightforward iii) Personal goal attainment and iv) Level of trust were extracted from the Factor analysis. Employees perception towards advantages of being a part of team has been studied and analytical skill has been considered as the best advantage. The desirable skills set to enhance group cohesiveness of employees as perceived by the employees are studied. This group cohesiveness promotion and SGA and accomplishing performance is a style of management that puts great importance on involvement of employee and actively encourages participation and commitment. So this study deals with Small Group Activity (SGA) in Lucas-TVS, Chennai which is a global Auto industry promoting innovative products and values to customer by employee involvement and commitment, which has been promoted by Small Group Activity, has been selected as a study unit for the current study.

Development and implementation of an employee empowerment plan for sustainable competitive advantage

Abstract: Many organizational change and development interventions have centered around the concept of employee empowerment. Employee empowerment is usually understood as ‘getting workers to do what needs to be done rather than doing what they're told’. Organizations during the last few decades have been propagating employee empowerment for organizational effectiveness through practices like Participative management, Quality of work life, Profit sharing, the Quality circle movements etc. Employee Empowerment is presently recognized as one means by which managers can effectively manage organizations, which are characterized by a greater variety of influence channels, a growing reliance on horizontal structures and peer networks, a blurred distinction between managers and workers and a diminished attachment of employees to organizations. It has been established through researches and studies that empowerment influences both satisfaction and performance of employees. Employee Involvement and Empowerment has been used as a strategic business tool to enable fast decision making for greater business results through decentralization of powers, building a salutary and unified work culture and environment for peak employee and organizational performance. In a nut shell these are the factors which either individually or in combination are responsible for sustainable competitive advantage. The present paper is a combination of review of literature available in the area of empowerment research and the insight of the author as a practicing professional. The author has tried to suggest a step by step designing and implementation approach for employee empowerment in any organizational context.

Parents in Partnership

Abstract: West-Burnham stresses that a customer is anyone to whom a product or service is provided and that there are internal and external customers. In the case of a school the customers can include children, parents, governors, inspectors, politicians, the LEA, local employers and members of the local community. In short, the school needs to develop a partnership with its customers and partnership activity should be promoted in pursuit of school improvement policies. There are a number of very good reasons, both within and outside the quality debate, as to why schools should develop a partnership with parents. The concern about parental help being detrimental could also be turned around. Some parents would attempt to help their children, rightly so, whether they were given guidance or not. The school displayed its own resources with which parents were encouraged to familiarize themselves. The quality circle was concerned that, when waiting occurred, the parents should be kept as comfortable as possible.

Descriptive Analysis of Items: Kaizen Planning Stage

Abstract: As previously mentioned in Chap 4, Kaizen implementation is divided into three stages: planning, execution, and control This chapter addresses the descriptive analysis of the 14 survey items reported at the planning stage Measures of central tendency and deviation are also presented to discuss the frequency at which Kaizen planning activities are carried out in the manufacturing companies of Ciudad Juarez

Simulate the Role of the Principles of Total Quality Management (TQM) in Enhancing the Participation of Workers / Applied Study

Abstract: The study aims to simulate the role of the principles of TQM, (Top management support, customer focus, process management, continuous improvement, Relationship with Suppliers, training and learning) in enhancing the participation of workers (Suggestion Programs, Financial Participation, Self – Management Team, Quality Circles, Representation In The Board Of Directors, Joint Decision – Making), in the company of food industries / sugar refinery. The method was used in a way simulation Monte Carlo data all the paragraphs of the questionnaire form the main and sub-which has been designed strictly through Delphi scenarios based on a number of experts with competence, According to the five-Likert scale.The study tried to answer a number of questions, the most important ones being (Is there a relationship between the principles of TQM and participation of workers ?, Is there the effect of the principles of TQM in enhancing the participation of workers?). The study reached a number of conclusions, the most important (There is a strong correlation relationship between the principles of TQM and workers participation), (The existence of a significant influence relationship between the principles of TQM and workers participation). The most important recommendations were (The need to give the management of the company more attention to focus on the customer because of this dimension of importance in expressing understanding of the needs of current and future customers and work to meet and seek to overcome them), (The need to give the management of the company more attention to the extent of financial participation of its influence in raising the morale of workers and improve their performance through the material returns they receive, which are outside the scope of salaries and wages). Keywords: Principles of Total Quality Management ( TQM), workers Participation, Simulation, Delphi Scenarios.

Influence of Taylorism on Deming’s Quality Management

Abstract: Frederic W. Taylor’s principles of management is considered as the foundation of the modern management. Taylorism has been influential both in private and public sectors in many parts of the world. To increase efficiency and productivity Taylor scientifically studied the each element of work and discovered the best way of doing any task; scientifically selected and trained workers so that they could be hired for jobs that they were capable of; and closely monitored and evaluated the performance of workers through close supervision and a strict reward system. Many theories have been put forward to design more productive work environments since Taylorism. One of them is W. Edwards Deming’s quality management developed in Japan. Like Taylor’s ideas, quality management has spread to the world. Quality management also referred as Total Quality Management involves developing quality standards to eliminate inefficiency and increase customer satisfaction through Deming’s 14 principles. The paper discusses the similarities and differences in both theory based on the writings of Taylor and Deming. Results indicate that despite of some similarities, it is hard to describe Deming’s quality approach as another form of Neo-Taylorism or a form of democratic Taylorism. Moreover, governing values of each system is critically different.

Employee Involvement in the Age of Marketization

Abstract: Involving employees at work is the best practice within technology sectors and provides aerospace professionals opportunities to exhibit voice behaviour concerning any work issues. Though there is no legal framework in China regarding employee involvement as in the European Union, aerospace conglomerates AVIC, CASC, CASIC and COMAC have utilized since the 1980s various managerial techniques to involve employees; these techniques include suggestions and ideas from employee surveys as well as PDCA and six sigma, employee evaluation of top management and share ownership schemes that involve core employees financially. They yield moral involvement within a Confucian society as employees are obliged to reciprocate gesture of benevolence.

Kaizen Award in Romania: the KAIZEN™ way in obtaining the continuous improvement success

Abstract: In the times when the economic performance and sustainable management are representing two of the most challenging characteristics of the business environment, there are some methods and techniques that passed the test of time. The great majority of companies are using in the present the KAIZEN™ Business System, a system of management which has been expanding in all over the world, by having and implying the power of continuous improvement and standardization. Having as “role-model” the well-known Toyota Production System, KAIZEN™ Business System has become the fundamental way of managing a business, which led to the creation of personalized management systems for companies. In Romania, it was also developed the Kaizen by Harmony concept, as an approach of KAIZEN™ Business System, its results being highly appreciated at the international level. In the daily challenging task of changing the paradigms and mentalities, several companies succeeded in understanding the importance of KAIZEN™ Business System and have been applying the Kaizen by Harmony concept ever since. Their results are impressive, few companies reaching to the international benchmark level in their fields of activity and becoming leaders of the Romanian or European markets. Therefore, the Kaizen Award in Romania has become the proper way of acknowledging their results and efforts to strive for excellence in the endless cycle of the continuous improvement. The aim of this paper is to describe the competitive advantage offered by KAIZEN™ Business System and Kaizen by Harmony, in strong correlation with the practical approach of the case-studies representing the amazing stories of the Kaizen Award in Romania winners until the present moment. The use of these best practices will underline once again some important business characteristics that must exist in every company, for it to become and remain competitive.