Abstract

Despite the extensive research on Continuous Improvement (CI), limited reflection has been reported regarding the managerial factors needed to successfully deploy Kaizen Events (KEs). This study investigates various managerial aspects that affect the implementation of KEs. After conducting a literature review and gathering experts’ inputs, the objectives of the study and six research questions were formulated. A survey questionnaire responded by 175 manufacturing organisations was designed and validated. A combined approach of descriptive statistics and one-way ANOVA tests were used to analyse the collected data. Besides other ‘soft’ aspects, the results determine: (1) the drivers and barriers in the pre-implementation stage of KEs; (2) the critical success factors and challenges related to the implementation stage of KEs; (3) the reasons that result in unsuccessful KEs; and (4) the reasons that stop organisations from running KEs. The study provides insights into an under-researched topic by looking at different phases of KEs implementation. The study contributes to the contingency and the RBV theories by offering an understanding of the importance of different contingencies and resources planning for KEs implementation. The findings are beneficial for industrialists who may aim at driving CIs in their organisations through the implementation of KEs.

摘要

尽管对持续改进 (CI) 进行了广泛的研究，但关于成功部署改善活动 (KE) 所需的管理因素的报道有限。本研究调查了影响 KE 实施的各种管理方面。在进行文献回顾和收集专家意见后，制定了研究目标和六个研究问题。设计并验证了一份由 175 个制造组织回应的调查问卷。描述性统计和单向方差分析的组合方法用于分析收集的数据。除了其他“软”方面，结果还确定了：（1）KE 实施前阶段的驱动因素和障碍；(2) 与 KE 实施阶段相关的关键成功因素和挑战；（三）导致KE不成功的原因；(4) 阻止组织运行 KE 的原因。该研究通过查看 KE 实施的不同阶段，提供了对研究不足的主题的见解。该研究通过提供对不同突发事件和资源规划对 KE 实施的重要性的理解，为突发事件和 RBV 理论做出了贡献。这些发现对于可能旨在通过实施 KE 在其组织中推动 CI 的实业家是有益的。该研究通过提供对不同突发事件和资源规划对 KE 实施的重要性的理解，为突发事件和 RBV 理论做出了贡献。这些发现对于可能旨在通过实施 KE 在其组织中推动 CI 的实业家是有益的。该研究通过提供对不同突发事件和资源规划对 KE 实施的重要性的理解，为突发事件和 RBV 理论做出了贡献。这些发现对于可能旨在通过实施 KE 在其组织中推动 CI 的实业家是有益的。