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Thoughts on kaizen and its evolution: Three different perspectives and guiding principles

Author

Listed:
  • Laoucine Kerbache

    (GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

  • Manuel F. Suárez-Barraza
  • Juan Ramis-Pujol

Abstract

Purpose - Since Masaaki Imai coined the term Kaizen in the mid 1980s it has been regarded as a key element in the competitiveness of Japanese companies. However, even though Kaizen was defined by the author who created the term, writings by scholars and practitioners in the field exhibit a certain degree of ambiguity and inconsistency. Finally, there is a clear need to develop this theory in the field of operations management. The purpose of this paper is to analyse Kaizen in the academic and practitioner literature, in order to better understand it and further explore and contribute to its potential theoretical profile. Design/methodology/approach - A literature review was carried out using Kaizen as a search term. Various databases were used for this purpose and books written by both scholars and by practitioners on the subject were also consulted. The literature concerning Kaizen was methodically analysed and categorised. Findings - The findings of the study indicate that Kaizen is presently displayed under three perspectives or umbrellas, which include a series of principles and techniques. By comparing the three perspectives, a set of guiding principles and/or cornerstones for Kaizen have also emerged. Research limitations/implications - Analysis and classification is based on the literature that has been found and reviewed, along with the knowledge of authors on the subject, and may include other features as well as other angles of analysis. Practical implications - The Kaizen literature review is very limited. In writing this paper a considerable number of articles and research related to Kaizen has been reviewed. This review resulted in an initial classification of Kaizen (three umbrellas) and four major topics, which may prove useful for managers or executives who are introducing or developing Kaizen in their organizations. Originality/value - As far as the authors are aware, this is one of the first papers that proposes a literature review in an attempt to clarify Kaizen, both in academic and practitioner ambits.

Suggested Citation

  • Laoucine Kerbache & Manuel F. Suárez-Barraza & Juan Ramis-Pujol, 2011. "Thoughts on kaizen and its evolution: Three different perspectives and guiding principles," Post-Print hal-00796340, HAL.
    • Handle: RePEc:hal:journl:hal-00796340
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    Citations

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    Cited by:

    1. Minh Nguyen Dat & Quyen Nguyen Thi Hanh, 2022. "Human resources quality improvement from the perspective of Kaizen practices," Management, Sciendo, vol. 26(1), pages 144-163, January.
    2. Fernando González-Aleu & Jesús Vázquez Hernandez & Ricardo Ramirez & Carlos M. Linares & Jorge A. Peinado & Jay Daniel, 2022. "Strategic planning for repurposing kitchen equipment production operations during COVID-19 pandemic," Operations Management Research, Springer, vol. 15(3), pages 1241-1256, December.
    3. Ailish Daly & Sean Paul Teeling & Suzanne Garvey & Marie Ward & Martin McNamara, 2022. "Using a Combined Lean and Person-Centred Approach to Support the Resumption of Routine Hospital Activity following the First Wave of COVID-19," IJERPH, MDPI, vol. 19(5), pages 1-20, February.
    4. Mariana SEHLEANU & Elena-Simona FLORE, 2019. "Continuous Improvement Through Kaizen Management System: A Case Study," Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 13(1), pages 25-36, November.
    5. Manuel F. Suárez-Barraza & José A. Miguel-Davila, 2020. "Kaizen–Kata, a Problem-Solving Approach to Public Service Health Care in Mexico. A Multiple-Case Study," IJERPH, MDPI, vol. 17(9), pages 1-18, May.
    6. Richmond Atta-Ankomah & Johnson Appiah Kubi & Charles Godfred Ackah, 2022. "The Effect of Kaizen on Performance: Evidence from Manufacturing Enterprises in Ghana," The European Journal of Development Research, Palgrave Macmillan;European Association of Development Research and Training Institutes (EADI), vol. 34(2), pages 1167-1192, April.
    7. Thanh-Lam Nguyen, 2019. "STEAM-ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam," Complexity, Hindawi, vol. 2019, pages 1-23, February.
    8. Ashwani Kumar Dhingra & Sunil Kumar & Bhim Singh, 2019. "Cost reduction and quality improvement through Lean-Kaizen concept using value stream map in Indian manufacturing firms," International Journal of System Assurance Engineering and Management, Springer;The Society for Reliability, Engineering Quality and Operations Management (SREQOM),India, and Division of Operation and Maintenance, Lulea University of Technology, Sweden, vol. 10(4), pages 792-800, August.
    9. Chin-Yi Fang, 2020. "From the Total-Factor Framework to Food Cost Performance Disaggregation—Developing an Innovative Model to Enhance Menu Performance," Sustainability, MDPI, vol. 12(22), pages 1-18, November.

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