ect rate (Vasilash, 1993; Redding, 1996; Rusiniak, 1996; Sheridan, 1997b; Oakeson, 1997; Cuscela, 1998; Melnyk et al., 1998; Minton, 1998; LeBlanc, 1999; McNichols et al., 1999; Hasek, 2000; Creswell, 2001; Butterworth, 2001; Bane, 2002; Bradley & Willett, 2004; Martin, 2004). During the 2000s, specifically the past eight years, the model drew more attention in the literature and continued to receive growing support worldwide (Manos, 2007). One study found that Kaizen was the reason for substantial improvement in process performance(Bradley and Willett, 2004).
A.The assessment of the effects of Kaizen to improve productivity in the automotive industry
The implementation of Kaizen strategy is primarily based on five guiding principles. Five major principles were particularly highlighted by Imai (1986, 1997).
1. Processes and results
Kaizen strategy counts mostly on human efforts to improve results which requires process improvement. Imai introduced a process-oriented approach, referred to as the "plan-do-check-act" (PDCA) cycle is used for process improvement. "Plan" refers to setting a target for improvement whereby "Do" is implementing the plan. "Check" is the control for effective performance of the plan. On the other hand, "Act" refers to standardizing the new (improved) process and setting targets for a new improvement cycle. As literal as it can be, the cycle is called the "improving cycle." As the resulting work process, following each cycle of improvement, becomes unstable due to the nature of change, a second cycle is, therefore, required to stabilize it. The second cycle is described as the "standardizing cycle," and referred to as "standardize-do-check-act" (SDCA) cycle. The main purpose of this cycle is to iron out abnormalities in the resulting work process and bring it back to harmony before moving to a new improving cycle. In other words, the standardizing cycle maintains current work processes, while the improving cycle improves them. The two cycles (PDCA and SDCA) revolve regularly to spread a culture of continuous improvement as a standard practice within an organization. This indicates an organizationshould never stick to a status quo.
2. Hard data versus hunches and feelings
As mentioned, Kaizen is seen as a problem-solving proces. Relevant hard data must be gathered and made available for analysis in order to solve a problem effectively and efficiently. It does not come to just hunches and feelings. It has viewed this requirement as an imperative for continuous improvement.
3. Putting quality first
Kaizen also talks about improving performance in terms of three dimensions which are quality, cost, and delivery (QCD). Quality is usually among the most important criteria customers use to make the purchase. Quality is usually customer-defined and referred to as the perceived characteristics and features of a product. This includes the quality of processes that go into it.
Cost is usually looked at from the manufacturer's perspective, as the overall cost of making and selling a product. An important factor, here, is the elimination of waste in many aspects of work , for example, production, inventory, repair, rejects, motion, processing and so on.
Delivery refers to delivering the required quantity of products in the right place at the right time. The company may offer better prices (through reduced cost) and attractive delivery terms. But this does not guarantee competitiveness if the quality of goods and services falls short of
