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DSpace Institution DSpace Repository http://dspace.org Management Thesis and Dissertations 2021-02-17 FACTORS INFLUENCING SUCCESSFUL IMPLEMENTATION OF KAIZEN IN THE CASE OF BAHIR DAR CITY ADMINSTRATION PUBLIC ENTERPRISE ADEM OSMAN http://ir.bdu.edu.et/handle/123456789/11886 Downloaded from DSpace Repository, DSpace Institution's institutional repository
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DSpace Repository http://dspace.org
Management Thesis and Dissertations
2021-02-17
FACTORS INFLUENCING
SUCCESSFUL IMPLEMENTATION OF
KAIZEN IN THE CASE OF BAHIR DAR
CITY ADMINSTRATION PUBLIC ENTERPRISE
ADEM OSMAN
http://ir.bdu.edu.et/handle/123456789/11886
Downloaded from DSpace Repository, DSpace Institution's institutional repository
FACTORS INFLUENCING SUCCESSFUL IMPLEMENTATION
OF KAIZEN IN THE CASE OF BAHIR DAR CITY
ADMINSTRATION PUBLIC ENTERPRISE
BY
ADEM OSMAN
A THESIS SUBMITTED TO THE GRADUATE SCHOOL OF BAHIR DAR
UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR
THE DEGREE OF MASTERS OF BUSINESS ADMINISTRATION (MBA)
Advisor:
DEMEKE GADISSA (Assistant Professor)
AUGUST, 2017
ETHIOPIA, BAHIR DAR
ii
FACTORS INFLUENCING SUCCESSFUL IMPLEMENTATION
OF KAIZEN IN THE CASE OF BAHIR DAR CITY
ADMINSTRATION PUBLIC ENTERPRISE
Thesis
Submitted in Partial Fulfillment of the Requirements for the
Degree of Master of Arts in Business Administration
By
ADEM OSMAN
Advisor
DEMEKE GADISSA (Ass.Prof)
MBA PROGRAM
COLLEGE OF BUSINESS AND ECONOMICS
BIHAR DAR UNIVERSITY
BAHIR DAR
AUGUST, 2017
iii
Thesis approval
The thesis entitled ―Factors Influencing Successful Implementation of
Kaizen in the case of Bahir Dar City Administration Public Enterprise by
Mr.Adem Osman is approved for the degree of ―master of arts in business administration.
Signature________________ Date__________________
Approved by
The board of examiners
________________ _________________ __________________
Advisor Signature Date
_________________ __________________ _________________
External Examiner Signature Date
__________________ __________________ _________________
Internal Examiner Signature Date
iv
DECLARATION
I, the undersigned, declare that this study entitled ―Factors influencing successful implementation of
kaizen in Bahir Dar City Administration Public Enterprise.‖ This work submitted by me for the
award of the Degree of Masters of Business Administration in Bahir Dar University at Bahir Dar, is
my original work and has not presented for a degree in any other university, and that all sources of
materials used for the study have duly acknowledged.
Name of Student Adem Osman Advisor: Demeke Gedissa (Ass.prof) Signature: ------------------------- Signature ---------------------- Date------------------------ Date ----------------------
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LETTER OF CERTIFICATION
This is to certify that Adem Osman has carried out his thesis work on the topic of ―Factors
influencing successful implementation of kaizen in Bahir Dar City Administration Public
Enterprise.‖ under my supervision. This work is original in its nature and it is suitable for
Submission in partial fulfillment of the requirement for the award of Masters Degree in Business
Administration (MBA).
Advisor Demeke Gadissa (Ass.Prof)
Signature----------------------------
Date----------------------------------
vi
ACKNOWLEDGMENT
First and foremost, I want to thank the Almighty of God for every blessing that He
enrich me with in my whole life.
Next I would like to thank deeply my advisor his Excellency Ato
Demeke Gadissa , Assistance professor, for his support and guidance during this
research study.
I am also deeply grateful to my brother, Ato Elias ayalew for his persistent
help in all the steps of the thesis, from title selection to writing the final report, my
debts are innumerable.
My gratitude‘s also goes to the entire bahir dar city administration public
enterprise management staff, supervisors and all the other workers in the enterprise
who enabled my dream come true for giving me support of running and facilitate
return of all questionnaires.
Lastly my heartfelt thanks go to my family: Demeke Muhammed , Addisse Nuru,
,Zakir Adem ,Semira jJbril, Jibril Abdu, Hassen Ahmed without whom, I would
not be the person I am today.
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Table of Contents
DECLARATION.......................................................................................................................... iv
LETTER OF CERTIFICATION ................................................................................................ v
ACKNOWLEDGMENT ............................................................................................................. vi
LIST OF ACRONYMS AND ABBREVIATIONS ................................................................... xi
Abstract ........................................................................................................................................ xii
Chapter One .................................................................................................................................. 1
Introduction ................................................................................................................................... 1
1.1 Background of the Study .................................................................................................... 1
1.2 Statement of the Problem ..................................................................................................... 3
1.3 Objectives of the Study ......................................................................................................... 5
1.3.1 General objective ............................................................................................................... 5
1.3.2. Specific Objectives .............................................................................................................. 6
1.4 Significance of the Study ...................................................................................................... 6
1.5 Hypothesis .............................................................................................................................. 6
1.6 Scope of the Study and limitation of the Study .................................................................. 7
1.7 Organization of the paper ...................................................................................................... 7
1.8 Operational definition of terms ............................................................................................. 8
CHAPTER TWO ........................................................................................................................ 10
Review of Related Literature ..................................................................................................... 10
2. 1. Introduction ......................................................................................................................... 10
2.2 The Concept of Kaizen ......................................................................................................... 11
2.3 .The Concept of Visual Management .................................................................................. 12
2.4 Principles/Features of Kaizen .............................................................................................. 13
2.5 Kaizen Techniques/Practices ................................................................................................ 14
2.6 Challenges to implementation of Kaizen ............................................................................ 16
2.7 Theoretical framework ......................................................................................................... 17
2.8 Factors of implementation of kaizen ................................................................................... 18
2.8.1 Attitude of employees in implementation of kaizen…………………………………….18
2.8.2 Training of employees in implementation of kaizen.......................................................19
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2.8.3 Top management support in implementation of kaizen ................................................. 21
2.8.4 Team work in implementation of Kaizen ........................................................................ 23
2.8.5 Education level in implementation of Kaizen .................................................................. 25
2.9. Empirical Literature Review of kaizen .............................................................................. 26
2.10 Conceptual framework ....................................................................................................... 30
CHAPTER THREE .................................................................................................................... 31
RESEARCH DESIGN and METHODOLOGY………..……………………………………31
3.1 Research Approach ............................................................................................................... 31
3. 2 Research Design ................................................................................................................. 32
3.3. Sampling Design ................................................................................................................... 33
3.3.1 Target Population .............................................................................................................. 33
3.3.2 Sampling Frame and Sampling Techniques .................................................................... 33
3.3.3 Sample Size ......................................................................................................................... 34
3.4 Source of Data ..................................................................................................................... 34
3.4.1 Primary Data Sources and method of data collection .................................................. 34
3.5 Methods of Data Analysis and interpretation .................................................................... 35
3.5.1 Data presentation ............................................................................................................... 35
3.6 Measures ................................................................................................................................ 36
3.7 Validity and Reliability...................................................................................................... 37
3.7.1 Validity ................................................................................................................................ 37
3.7.2 Pilot reliability test instruments ....................................................................................... 38
3.8 Ethical Considerations ......................................................................................................... 39
CHAPTER – FOUR .................................................................................................................... 40
DATA PRESENTATION, ANALYSIS AND INTERPRETATION ..................................... 40
4.1 Introduction ........................................................................................................................... 40
4.2 Descriptive statistics.............................................................................................................. 41
4.2.1 Demographic characteristics............................................................................................. 41
4.2.1.1 Gender of respondents .................................................................................................... 42
4.2.1.2 Age of respondents .......................................................................................................... 43
4.2.1.3 Levels of education of respondents ................................................................................ 43
4.2.1.4 Years of experience of the respondents ......................................................................... 43
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4.2.2 Questionnaire result for likert scale ................................................................................. 45
4.2.2.1 Attitude of employees ..................................................................................................... 46
4.2.2.2 Training of kaizen ........................................................................................................... 46
4.2.2.3 Top Management Support ........................................................................................... 46
4.2.2.4 Education level of employees ....................................................................................... 47
4.2.2.5 Teamwork of employees ............................................................................................... 47
4.3 Reliability Tests of the Instrument ...................................................................................... 47
4.4 Normality and fitness Test ................................................................................................... 48
4.4.1. Skewness and Kurtosis ..................................................................................................... 49
4.4.2. Histogram .......................................................................................................................... 50
4.4.3. Linearity Test .................................................................................................................... 51
4.5 Relationship Analyses ......................................................................................................... 52
4.6 Multicoliniarity………………………………………………………………………..……54
4.7 Autocorrelations .................................................................................................................... 55
4.8 Multiple regression analysis ................................................................................................. 56
4.9 Hypothesis Testing ................................................................................................................ 60
CHAPTER FIVE ........................................................................................................................ 64
5 SUMMARY, CONCLUSION AND RECOMMENDATION .............................................. 64
5.1 Summary ................................................................................................................................ 64
1.2Conclusions ............................................................................................................................. 65
5.3 Recommendations ................................................................................................................. 67
5.4 Future Research Implications .............................................................................................. 68
References .................................................................................................................................... 69
Appendix ...................................................................................................................................... 74
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List of Table
Table 3.1 pilot test instruments.................................................................................................. 39
Table: 4.1 sectors of respondents included in the study .......................................................... 41
Table 4.2 Background profile of the Respondents ................................................................... 42
Table: 4. 3 Received kaizen trading respondents………………………………………….…44
Table 4.4 Descriptive statistics of variables ............................................................................ 445
Table: 4.5 Reliability analyses ................................................................................................... 48
Table 4.6 Skewness and kurtosis of the distribution ............................................................... 49
Table 4.7 the relationship between independent & dependent variables .............................. 53
Table: 4.8 Multicolinearity ......................................................................................................... 54
Table 4.9 Autocorrelation .......................................................................................................... 55
Table 4.10 ANOVA ..................................................................................................................... 57
Table 4.11 Model summary ........................................................................................................ 57
Table 4.12 Cofficients………………………………………………………………………….58
Table 4.13 Summary of hypothesis........................................................................................ 63
List of Figures Figures 2.1 Conceptual framework for the study……………………………………….……30
Figures 4.1 Histogram normal distribution of the data……………………………..………50
Figures 4.2 P-P normal distribution of data…………………………………………..….….51
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LIST OF ACRONYMS AND ABBREVIATIONS
AQL Acceptable Quality levels
JIT Just In Time
QCD Quality, Cost, Delivery.
QCDMS Quality, Cost, Delivery, Morale and Safety.
SPSS Statistical Program for Social Sciences
5Ms Manpower, Machine, Material, Method and Measurement.
3Ms Muda, Mura, Muri (Japanese language)
PDCA Plan Do Check Act
SDCA Standardize Do Check Act
SQC Statistical Quality Control
TQM Total Quality Management
TPM Total productive maintenance
TQC Total Quality Control
TPS Toyota Production System
5S sort, set in order, shine, standardize and sustain.
SIK Successful implementation of kaizen
AE Attitude of employees
TE Training of employees
TMS Top management support
ELE Education level of employees
TWE team work employees
QCC Quality control circle
QC Quality circle
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Abstract The aim of this study is to investigate factors influencing successful implementation of kaizen in Bahir
Dar city administration selected public enterprise by using quantitative approach in the survey taking
close ended questioners. The study was conducted through explanatory research that follows cross
sectional design. Primary data was employed. The data of the study were collected through enumerator
who is employed in the selected public enterprises, in which 251 questioners were sent to all of
enterprise permanent employees of all departments excluded of site workers to the selected sample
enterprises. The study used simple random sampling, in which samples were drawn from 3 public
enterprises which is found in Bahir Dar city administration; the collected data were analyzed using
statistical package for social science (SPSS) version 22. Descriptive statistic, factor analysis, correlation
matrix and multiple regressions were carried out.
The study focused five major factors which seem to successful implementation of kaizen in Bahir Dar city
administration public enterprise which include: attitude of employees, training of employees, top
management support, education level of employees and teamwork of employees, factors that influences
the successful implementation of kaizen of the public enterprise.
The findings showed that except education level of employees all factors have significant and positive
relationship with successful implementation of kaizen in Bahir Dar city administration selected public
enterprise. However employee attitude was leading in affects, followed by training, followed by teamwork
and followed by top management support. The researcher concluded that attitude of employees was very
important in the successful implementation of kaizen while education level had very little influence in
successful implementation of kaizen..
Finally, the researcher recommended that the enterprise strongly create awareness need for change as
well as understanding the need for kaizen each employees participate in kaizen activities and
consciousness to the employees regarding benefit of successful implementation of kaizen , Strengthening
of team work among the workers and management team needed urgent attention a training budget on
kaizen need to be put as a major priority if successful implementation of kaizen is going to continue at
enterprise ,the top management support in need to committed to successful implementation of kaizen
The enterprise knows all levels educated or uneducated employees can be successful implementation of
kaizen
Key Words: successful implementation of kaizen, attitude of employees, team work, top
management support and trainings, and education level of employees.
CHAPTER ONE
INTRODCTION
1.1 Background of the Study Working environment today is quickly changing and is much more affected by turbulence,
uncertainty and unsteadiness than it was some decades ago. Organizations are challenged with
complex situation and in such circumstances have to manage their resources, such as physical,
financial, information and human resources As Alebel. ( 2016) cited in McAdamet al.,2000).
Increased competition calls for business organizations to device ways of improving their
competitiveness in the ever-changing global market. One of the ways that those organizations
and firms can improve their competitiveness is by improving effectiveness of their systems.
Kaizen means continuous improvement, ongoing improvement, involves everyone; the mandate
of kaizen is to help the staff built a sustainable continual improvement. The importance emerges
not only from the organizational performance improvement but also from its influence on
personal qualification, where the process and efforts are all directed towards better results (Imai,
1986)
The definition of Kaizen by Imai (1986) is ―ongoing improvement involving each person,
including both managers and workers. The Kaizen philosophy assumes that our way of life is it
our working life, our social life- warrants to be always improved. Kaizen is a critical tool
supporting companies and organizations in their ongoing improvement activities identified
through Value Stream Mapping, defined by Lareau (2003), as a structured process mapping
technique that focuses on locating and assessing hands-on work-time (cycle-time) and waiting
(lead) time. It is a focused approach that brings critical resources together and authorizes
participants to not only find the root cause and determine solutions but most importantly to
implement the change. Time and effort is spent on the shop floor or wherever the value stream
problem exists. Kaizen is everyday process, the purpose of which goes beyond simple
productivity improvement. It is also a process that, when done properly, humanizes the
workplace, eliminates overly hard work.
Ethiopia kaizen institution establishment council of Ministers Regulation No 256/2011. The
institution shall have the objective to carry out broad based activities of ongoing quality and
productivity improvement and thereby enhance the expansion of competitive industries. The
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Institution shall have the power and duties to: formulate strategy and plan that assist in the
dissemination of kaizen concept and tools, and implement same upon approval, create country
wide quality and productivity movements that could enables to effectively implement
government policies and strategies ; prepare and distribute kaizen training and consultancy
manuals customized to micro, small, medium and large enterprises and follow up their
application ,prepare and implement key performance indicators enabling to evaluate kaizen
implementation results and establish evaluation and qualification systems for kaizen trainers and
consultants.
The Ethiopian Kaizen Institute (2012:36&39) defines Kaizen as follows: Kaizen is ―continuous
improvement‖. It is using common sense and is both a rigorous, scientific method using
statistical quality control and an adaptive framework of organizational values and belief that
keeps workers and management focused on Zero defects. It is a philosophy of never being
satisfied with what was accomplished last week or last year. The business lessen of 1980 was
that Japanese firms, in their quest for global competitiveness, demonstrated a greater
commitment to the philosophy of continuous improvement than western companies did. As
Kaizen is a collective term of efficiency improvement, inventive idea and innovation expected
from entire workers by following a bottom- up management; it has a procedure and problem
solving mechanism suggestion system.
Factors influencing on successful implementation of Kaizen determines the success or failure of
the Kaizen. Attitude of employees is one of the most influential factors to successful of
implement kaizen. Training of employees on Kaizen standards give them the tools to successful
implement the kaizen. Top management supporting employees by either motivation or providing
kaizen materials empowers the worker to implement kaizen. Team work among workers brings
out synergy at work place essential for kaizen implementation. Having educated employees help
in faster learning and understanding of kaizen standards. Educated employees are also able read
kaizen posters and information written in English.
As Samuel. (2012) cited in Shigeo & Dillon (1989) advantages of using kaizen approach were
observed in the case of Toyota Motor Corporation. The Kaizen program recognized that it was
always possible to dramatically change the way a company operates, through small changes or
improvement using kaizen approach. They first sorted out factors affecting implementation of
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kaizen. They identified all the factors that would accelerate kaizen implementation and key
among them were on job training, team work among workers and encouraging innovation among
employees. Quality is the driving force for customer satisfaction in today‘s public enterprise.
Kaizen addresses this quality issues using a simple method of continuous improvement where
the goal of the whole public enterprise is to each day improve on quality services.
Therefore, it is now widely recognized that personal issues, environmental changes, and shaping
the organization to meet emerging changes by using systems like kaizen, are central to the
development process. Hence, it should be given due consideration to this things, while
formulating development strategies. The relationship between kaizen system and the relative
personal qualification in whichever work environment are central to any understanding of
organizational change. Such knowledge permits a rational design of organizational policies as
well as the formulation of strategic plans that could maximize effectiveness and efficiency (Reid
RA, 2006). However, from the observation and practice, because of the bureaucratic and
traditional way of doing things, the implementation of the kaizen philosophy in the Commission
was not as designed. As a result of this, the quality of service provided to the loyalty customers
and enterprise performance were not improved.
1.2 Statement of the Problem According to Imai (1986), over 90% of organization that started to implement of Kaizen give
up in the middle its implementation phase, A study done by Kaizen institute of India in 2010
outlines challenges in implementation of Kaizen in the public enterprise. The study shows most
public enterprise have not fully encompassed and implemented the Kaizen concept and the
overall effect if poor quality standards of services delivered by these enterprise. Most public
enterprise usually starts the implementation of kaizen to give quality service standards but never
complete the implementation and the few that implement do not sustain the implementation.
Nowadays, enterprises have been forced to live in a highly competitive environment – both
global and local. It may be too difficult for any enterprise to survive these intense competitions
with ‗business-as-usual‘ way of doing things; rather they are required to look for several change
tools that may, when applied, enable them to effectively and successfully compete Deming.
(1982).
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A number of scholars and researchers have researched on successful implementation of kaizen.
Masaaki (1986) carried out a study on influence of kaizen implementation to take place at any
place of work; training, Teamwork and management support were a significant and positive
impact on implementation of kaizen. According to Twoli (2007) conducted on educated person
should be want successfully implementation of kaizen. Ishikawa (1985) he debates education
level is not important in kaizen implementation. Doolen et al. (2003) describe the variables that
are used to measure the impact of Kaizen activities on employees‘ attitude.
The study was conducted by Samuel. (2012) factors influencing implementation quality
standard (kaizen) , his research found that teamwork among workers and managements the vital
factors and the next factors training of workers, top management support have a significant and
positive effect of implementation of quality standards. But education level of workers has no
significant effect on the implementation of quality standards. Mary (2012) conducted his study
on factors influencing that employee attitude and 5S factor are a greatest factor and have a
significant effect on implementation kaizen. But top management support has no significant
effect of implementation kaizen. As Alebel (2016) conducted his study were a strong significant
and positive relationship between training and educating employees to strong then kaizen
achievements and effective implementation of kaizen. Amanuel (2014) conducted his study on
factors for successful implementation of kaizen top management role and commitment, training
and awareness ,participation ,motivation and empowerment, effective communication and
culture and positive mindset have a significant and positive relationship with effective
implementation of kaizen. This study therefore seeks to fill the existence knowledge gap by
determining the factors influencing successful implementation. of kaizen
Kaizen is being implemented in public enterprise since 2015 to achieve one of the priority areas
of the Bahir Dar city administration public enterprises strategic plan 2015-2019 ― In order to
further improve the quality of Bahir Dar city administration public enterprises services to
its Amhara National regional state and further to the federal government‖ , not yet
enough studied in Ethiopia by the factor related in the performance and result of kaizen . The
kaizen unit given the responsibility for continuous improvement was not effective in terms of
reducing long term work process; improve customer satisfaction and quality of works. This
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weakness trigger questions to explore, assess and understand the cause and dominate
factors public enterprise faced in the successful implementation. of kaizen
As far as the researcher knowledge concerned the research conducted on the area of kaizen is
limited. Therefore, the researcher motivated to conduct research on factors influencing
successful implementation of kaizen. These factors include attitude of employees .training,
education levels of workers, top management support and team work among workers. This study
aimed to investigate in depth the role played by these factors in the successful implementation of
Kaizen. Kaizen user‘s has been Bahir Dar city administration selected public enterprise namely;
Water well drilling enterprise, Amhara water work construction enterprise and Amhara design
and Supervision of irrigation enterprise.
This research paper attempts to address the following sub questions through undertaking this
study:
1. How attitude of employees influence on successful implementation of kaizen in public
enterprise?
2. How does training of employees influence on successful implementation of kaizen in public
enterprise?
3. To what extent does management support influence on successful implementation of kaizen
in public enterprise?
4 .How does education level of employees influence the implementation of kaizen in public
enterprise?
5. To what extent team work influence the successful implementation of kaizen in public
enterprise?
1.3 Objectives of the Study
1.3.1 General objective
The primary objective of the study is to examine factors influencing the successful
implementation of kaizen in the case of Bahir Dar city administration selected public enterprise.
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1.3.2. Specific Objectives
The study was concentrated on the following specific objectives:
To examine the effect of employees attitude on successful implementation of
kaizen in public enterprise.
To investigate the effect of training of employees on successful implementation of
kaizen in public enterprise.
To investigate the effect of top management supports on successful implementation of
kaizen in public enterprise.
To examine the effect of education level of employees on successful implementation
of kaizen in public enterprise.
To examine the effect of team work of employees on successful implementation of
kaizen in public enterprise.
1.4 Significance of the Study There was insufficient information on factors influencing the successful implementation of
kaizen in the public enterprise in Ethiopia and the study will be set to address this gap. So, this
study looked into factors influenc9ng successful implementation of kaizen hence improved on
the quality services of public enterprise so that it can be satisfied of customers and survive the
competition in the global market. The public enterprise has been also benefited by knowing the
dominate factors of successful implementation of kaizen to continuous improve performance of
the public enterprise. The study included presented importance of continuous improvement in
attitude of employees, training teamwork, education level of employees and need of top
management support.
1.5 Hypothesis This study fills in the factors influencing the successful implementation of kaizen in public
Enterprise the case of selected Bahir Dar City Administration. The following assumptions and
hypothesis will be made.
(H1, H2, H3, H4, & H5 are represents independent variables used in hypothesis).
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H1: Attitude of employees has a positive and significant influence on successful implementation
of kaizen.
H2: Training of employees has a positive and significant influence on successful
implementation of kaizen.
H3: Top \managements support has a positive and significant influence on successful
implementation of kaizen.
H4: Education level has a positive and significant influence on successful implementation of
kaizen.
H5: Team work has a positive and significant influence on successful implementation of kaizen.
1.6 Scope of the Study and limitation of the Study The delimitation of every research has its own application of conclusions to be draw from the
analysis. The scope of this study were limit to only with the examination of the factors that
influence successful implementation of kaizen, particularly in selected public enterprise sector in
Bahir Dar City Administration. The findings of this study would have been more productive if it
has been conducted on all Public enterprises which are found in Ethiopia. However, Due to time
and financial constraints, it is out of the reach of the research to incorporate all in this study. Due
to this, the research is limited to 3 enterprises using non probability random sampling method to
selected organizations from Public Enterprises (non -budgetary government organizations).
There may be also uncontrollable or external variables that may have influence on the qualities
of the study output. In addition to the limitations of the research design, it may have its own
influence. Moreover, some of the respondents may not give an attention to complete filling of the
questionnaires. This problem will mainly attribute to the facts that not only a matter of shortage
but also a question of time to make conclusion and recommendation on a boundary of time
frame. This study problem uses of only primary data collection quantitative methods.
1.7 Organization of the paper This research report divided into five chapters.
Chapter one is the introduction part which contains background of the study, statement of the
problem, objective of the study, s i g n i f i c a n c e o f t h e s t u d y , research Hypothesis , scope
and limitation, contribution of the study.
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Chapter two presents t h e l i t e r a t u r e r e v i e w o n discussions on the kaizen role in
public enterprise and sets out the theoretical frame work of the study variables based on
the most recent academic literatures.
Chapter three outlines the methodology which embraces research approach, research design,
sampling design, source of data, and method of data analysis and interpretation section.
Chapter four reports the data presentation and research results. In the final chapter findings and
conclusions are summarized, recommendations are forwarded and suggestions for further
research are given.
1.8 Operational definition of terms Kaizen-:- is a Japanese \word meaning Kai (change), Zen (good), continuous
improvement. It‘s also mean involving everybody, every day and
everywhere. the mandate of kaizen is to help the staff built a sustainable continual
improvement.
Public enterprises: - Public enterprises Proclamation No. 25/1992 define public enterprises as
wholly state owned public enterprises established pursuant to this proclamation to
carry on for gain manufacturing, distribution, services rendering or other economic
and related activities
Attitude:- is a predisposition or a tendency to respond positively or negatively towards a certain
idea, objects, person or situation
Training - planned process to modify attitude, knowledge, skills or behavior
through learning experience to achieve effective performance.
Education level – is the stage which an individual has reached in academic
classification. They include primary, secondary, college and university.
Management support – is the help workers get from managers in an organization,
like leadership, guidance, formulation of policy and motivation.
Team work – Is working in social units made of people who come together to do a
certain function
Muda - a Japanese word meaning waste or non-value adding activities like
motion, inventory, rejects, over production and waiting
Standard - Is the best way to do a job, a set of policy, rules, procedure.
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Quality - Is conformance to specification and customer requirement.
5S– is fundamental to productive and quality improvement sort, set in order, shine,
standardize and sustain.
Toyota Production System s- is the philosophy which organizes manufacturing and logistics
at Toyota, including interaction with suppliers and customers
. ‗Zero defects’ is represents continuous improvement over quality by detection of defects.
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CHAPTER TWO
REVIEW OF RELATED LITERATURE The following part of this study reviews the relevant literature that is selectively review of the
introduction ,concept of kaizen, concept of visual management principle/feature of kaizen
,kaizen technique/practice, challenges of implementation of kaizen, theoretical frame work,
factors of implementation of kaizen, empirical literature review ,conceptual frame work and
other issues those relevant to the review literature focus on the factors influencing on successful
implementation of kaizen the case of Bahir Dar city administration selected public enterprise.
2. 1. Introduction Kaizen refers to continuous improvement in performance, cost and quality. Kaizen strives to
empower the workers, increase worker satisfaction, facilitates a sense of accomplishment,
thereby creating a pride of work. Currently kaizen applied in different Companies in the world
including public enterprise, even though the level of implementation differs from organization to
organization. In general kaizen is applied management philosophy, in a variety of industries in
the world (Massaki Imai,1986)
According to Imai (1986) Ultimate objective of any organization today is to increase
performance and productivity through system generalization, organizational potential and
incremental improvements by using modern techniques like Kaizen. Most organizations are
currently encountering a necessity to respond to rapidly changing customer needs, desires and
tastes. For organizations to increase their performance, quality and productivity, continuous
improvement of organizational system processes has become necessary. Efficiency, effectiveness
and continuously increasing standards of customer satisfaction have proven to be the endless
driver of organizations performance improvement.
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2.2 The Concept of Kaizen
The term ―kaizen‖ is a derivative of two Japanese ideograms, ―kai,‖ meaning change, and
―zen,‖meaning good or for the better (iSixSigma LLC, 2004). Another definition of the Japanese
meaning of kaizen is ―to take apart and put back together in a better way‖ (Minton, 1998). The
popular meaning is continual, incremental improvement of all aspects of a company (Imai,
1986). Kaizen is the Japanese word for improvement or ―change for the better‖ carrying he
connotation in industry of all the activities which take place in the Japanese work place to
enhance the operations and environment. The phrase ―change for the better implies any change
that results in improvement which could be quality or other factors that customers or an
organization judges to be of value such as innovation, ease of use, on time delivery, durability,
operations flexibility, customer satisfaction and low cost (Zimmerman, 1991).
In its direct translation, kaizen simply means ―improvement‖, without any concept of time
frames. On the other hand, the term kaizen used in management means the creation of a system,
which enables continuous and sustainable improvement for an organization. Since global
competition calls for never ending improvement, the goal of kaizen activities is not static and
always has to be shifted to a higher level (Ohno, 1988)
Kaizen has two definitions, the broader and the narrower definition. The broader definition of
kaizen encompasses various production and quality management tools under the umbrella of the
kaizen philosophy. On the other hand, the narrower definition is improvement of the workplace
(―gemba”) derived from proposals from the workers on the basis of QCC and a suggestion
system (Imai, 1986; Fujimoto, 1999; Fukui et al., 2003; Liker, 2004). This study adopted the
broader definition of kaizen.
Kaizen is closely associated with but not identical to the idea of Quality Circles and TQM
Lillrank and Kano (1989), and resonates with many recent ideas in management from the
knowledge management and more specifically the development and communication of
knowledge as asserted by Nonaka and Takeuchi (1995), to the balanced scorecard on the
continuous monitoring of a wide range of processes (Kaplan and Norton, 1996). Imai (1986)
noted that the concept is ―so deeply ingrained in the minds of both managers and workers that
12
they often do not even realize that they are thinking kaizen‖. He further presents kaizen as a
pervasive global program which subsumes TQM, JIT and TPM.
Based on Tangen (2002), kaizen is improvements without new investments or kaizen means
continuous improvements attained through systematic elimination of wasteful activates or muda.
Waste = Non value adding activities (also known as obstruction to the flow of value adding
activities in a process).
Typical 8 types of wasteful activities
1) Transportation- filling of documents/movement of files.
2) Motion – location of printer/photocopier, catalogues, cabinets
3) Waiting – for mail, signatures, prints/drawings etc.
4) Process- over processing(signatures),duplication
5) Quality defects- incorrect data entered, errors
6) Overproduction-doing more than wanted, requirement before time and unnecessary work
7) Inventory – excess paper stocks, catalogues
8) Unused creativity(Untapped human potential)
2.3 .The Concept of Visual Management The concept of visual management provides an opportunity to see the immediate improvements
on a daily bases. Kaizen create an environment where tools, supplies and process can be seen
easily. The practice of visual management involves the clear display of tangible objects or things,
charts, lists, records of performance. As a result both management and workers are continuously
reminded of all the elements that make the visual controls make easy for everyone to identify the
state of a normal or abnormal condition. Thus, visual management providing operators and
management to spotlight problems and control team performances (Imai 1997; Benes Rines
Tina, undated
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2.4 Principles/Features of Kaizen
Kaizen as a methodology promotes process-oriented thinking because processes must be
improved before improved results are obtained. Moreover kaizen is people-oriented, being
directed at people‘s efforts and assumes that improvement in people‘s attitudes and efforts are
more likely to produce improved results in the long run than mere result-oriented thinking
(Imai,1986). Even though most writers have emphasized different features of kaizen there is
almost a common agreement on the following key features:
Kaizen is continuous in nature which signifies the embedded nature of the practice and its never
ending journey towards quality efficiency and effectiveness in all activities. Yeo et al. (1995)
describes the viewpoints of various traditional quality management gurus on the concept of ‗zero
defects‘ and ‗do it better each time‘ that these strategies are the important ways to improve
quality continuously. ‗Zero defects‘ represents continuous improvement over quality by
detection of defects. A phrase ‗do it better each time‘ strategy is associated with constant,
conscious and committed efforts to reduce process variation. They conclude that continuous
improvement is the most important way to manage business through these strategies. Although
many firms have achieved process improvement through implementation of continuous
improvement programs, the initial improvement is easily eroded back to the pre-improvement
level (Bateman and David, 2002). Kaizen is however longer than process improvement in terms
of time frame of activity. Ohno (1988) argues that improvement through kaizen is both eternal
and infinite, implying that improvement processes are implemented continuously.
It is incremental in nature. Cheser (1998) explains that kaizen is based on making small changes
on a regular basis thus reducing waste and continuously improving productivity, safety, and
effectiveness. Kaizen is participative and thus entailing the involvement of the workforce.
Deniels (1995) argues that the way to achieving fundamental improvement on the shop floor is
by enabling operators to establish their own measures, to align business strategies and use them
to drive their kaizen activities. He further argues that operators are the experts and once they
realize that they are the ones to solve their problems, and then they only need some direction
from top management. Wickens (1990) emphasizes the contribution of teamwork, flexibility and
quality to the concept of kaizen. He emphasizes that teamwork and commitment do not come
from involving the representatives of employees, but from direct contact and communication
14
between the individual and his boss. Liker (2004) noted that the concept of kaizen in a kind of
corporate culture that supports continual organizational learning.
The fruitful implementation of kaizen requires management support stressing the need for
leadership and top management support in kaizen activities. Imai (1986) asserts that kaizen is a
continuous improvement process involving everyone, managers and workers alike. Broadly
defined, kaizen is a strategy to include concepts, systems and tools within the bigger picture of
leadership involving people culture, all driven by the customer. Aoki (2008) found out that the
actions of managers on the shop floor are always watched by worker sand that these actions are
able to give workers the legitimacy to engage in kaizen activities. He assert that managers must
show a lot of self-discipline if they want the workers to show the same self-discipline
Effective measurement of kaizen performance is important for successful implementation of
kaizen. Doolen et al. (2008) describes the variables that are used to measure the impact of kaizen
activities on human resource. These variables include attitude toward kaizen events, skills gained
from event participation, understanding the need for kaizen, impact of these events on employee,
impact of these events on the work area, and the overall impression of the relative success of
these events. The business performance measures used include lead time, floor space, WIP,
Cycle time, productivity, on-time delivery rate and defect rate (Martin, 2004; Cresswell,
2001;Bane, 2002
2.5 Kaizen Techniques/Practices
There are a large number of related and often overlapping techniques and practices that belong to
the kaizen methodology. They include 5S, kaizen events, 5 why‘s, Total Preventive Maintenance
(TPM), Just-In-Time (JIT) System, Suggestion System, kaizen costing ,Quality Control
Circles(QCC) or Quality Circle (QC), Total Quality Management (TQM),Toyota Production
System(TPS), kanban system, elimination of the eight kinds of wastes and poke-yoke(error
proofing). This study focused on 5S, kaizen events, 5 why‘s, Total Preventive Maintenance
(TPM), Just-In Time (JIT) Systems, Suggestion System and Total Quality Management
(TQM),as they are considered the major distinct techniques/practices. Imai (1986, 1997);
15
Fujimoto (1999); Fukui et al. (2003); Liker (2004) have all emphasized the need to use these
techniques for improvement of operational performance.
5S is one of the kaizen practices and is described as a philosophy and checklist for good
housekeeping to achieve greater order, efficiency and discipline in the workplace. Osada (1991)
argues that, it is a system that aims at reducing waste and optimizing productivity and quality
through maintaining an orderly workplace and using visual cues to achieve more consistent
operational results. It further aims at embedding the values of organizational neatness, cleaning,
standardization and discipline in the workplace in its existing configuration. Chapman (2005
)indicates that 5S is systematic and organic for lean production, a business system for managing
and organizing manufacturing operations that requires less human effort, space, capital and time
to make products with fewer defects. Gappetal.,(2008)links 5S to aspect so Japanese
management approaches like TQM, JIT or TPM which are aligned to an integrated management
system rather than a simple management tool or technique. TPS is by far the most well-known
example of how the 5S principles were applied in practice to be effective in the TQM journey
(Shingo, 1982; Floyd, 1997). The 5S pillars are sort (seiri), set in order (seiton), shine (seiso),
standardize (seiketsu) and sustain (shitsuke)
Kaizen event is another kaizen practice and it refers to a focused and structured continuous
improvement project, using a dedicated cross functional team to address a targeted work area to
achieve specific goals in an accelerated time frame (usually one week or shorter).Kaizen event
team members apply low-cost problem solving tools and techniques to rapidly plan and often
implement improvements in a target work area. Melnyk etal.(1998)describes even characteristics
that distinguish kaizen events from other process improvement approaches and they include; it is
a self-contained short term (3-5 days) intervention with a clearly defined finite life (Cuscela,
1998; Sheridan, 1997), the scope of a kaizen even tis on part of a specific values tream (Laraia et
al., 1999), kaizen events are low capital interventions whose focus is on improving existing
processes rather than implementing solutions that require investment in new technology
(Sheridan, 1997), they are team based, comprising of employees from targeted work area and
support functions such as engineering, purchasing and production, kaizen events are action
oriented with the teams given authority to implement solutions as they are developed, without
additional direct approval from management(Minton,1998;Oakeson,1997;Sheridan,1997), most
16
kaizen event goals are measurable with common metrics including productivity lead limes, set-
up times, floor space defect rate, percent on-time delivery (Kosandal and Farris,2004) and finally
kaizen events are designed to create a cycle of continuous improvement.
JIT is a production system aimed at eliminating non-value adding activities of all kinds and
achieving a lean production system flexible enough to accommodate fluctuations in customer
orders. JIT includes practices aimed at reducing or eliminating waste along the value streams
such as lot size reduction, cycle time reduction, quick changeover and production process
reengineering (Shah and Ward, 2003). A kanban system is subsumed by JIT and it refers to a
communication tool in the JIT production and inventory control system, developed at Toyota. A
kanban (signboard) is attached to a given number of parts and products in the production line,
instructing the delivery of a given quantity. When the part shave all been used, the kanban s
returned to its origin where it becomes an order to produce more. Elimination of the seven kinds
of waste is also subsumed by JIT and these wastes emanate from over production, waiting time
at the machine, waste in transportation of units, waste in processing, waste in holding inventory
waste in motion and rejects (defectives), (Ohno, 1988; Imai, 1997). TPS is the philosophy which
organizes manufacturing and logistics at Toyota, including interaction with suppliers and
customers. It focuses on the elimination of waste and defects at all points of production including
inputs, process and final output (delivery) (Ohno, 1988). Ebrahimpour and
Schonberger(1984)suggest that JIT would help solve many of the problems companies face in
developing countries and that its basic simplicity makes it particularly well suited for use in these
countries.
2.6 Challenges to implementation of Kaizen
Many scholarships note that, in both Japan and abroad, especially in the cases of American and
European companies, leadership is the single most important factor for successful
implementation of kaizen (Imai, 1986; Kaplinsky, 1995). This implies that it is possible to apply
kaizen in countries with different socio-cultural contexts but that application must be conducted
under proper leadership and with adjustments that reflect the uniqueness of the targeted society.
Shah and Ward (2003) argues that larger firms enjoy larger financial and human resources as
well as economies of scale hence have better conditions for implementation of new techniques in
their firms as compared to small or medium sized firms.
17
On transferability of kaizen across cultures, there are views that question the general applicability
of kaizen to developing countries. They argue that most developing countries face the problem of
weak human resources. Continuous improvement requires a seamless extension of training and
skills development to the entire workforce. However, in a country with low literacy, it is difficult
for firms to implement such a training system for the entire work force (Kaplinsky,1995).
Ebrahimpour and Schonberger (1984) argue that a lower skilled work force represents the only
obstacle to successful JIT implementation in developing countries and that this could be
overcome through employee training.
Short- term in is, the lack of upward mobility, and inattention to details of the workers in general
may also add to difficulties in implementation of kaizen. Furthermore, in societies where the
hierarchical structure is deeply rooted, it may not be easy to introduce a participatory mechanism
in which all workers are encouraged to contribute actively to process and product improvements.
Gappetal. (2008) showed empirically that an environment of worker participation is required if
the benefits of 5S are to be reaped. In addition, managers‘ misconceptions about continuous
improvement are common sources of difficulty in kaizen implementation, since they often expect
instant results, whereas in reality it takes time before the benefits of kaizen become visible
(Karsten and Pennink, 2007). In such circumstances, even if managers know the concept and
tools, translating these ideas into practices and internalizing kaizen as a company-wide
movement remains a very complex task.
2.7 Theoretical framework Deming (1982) theory of fourteen points on implementing quality standards states that an
organization must create constancy of purpose toward improvement of products and services
with an aim to become competitive and remain customer focused. An organization must adopt
new philosophy in its work place and provide leadership in change. Organization must cease
dependence on mass inspection by building quality into a product in the first place. Organization
must cease awarding business based on price instead look at quality of product, minimize total
cost and build relationship with a single supplier with loyalty and trust. Organization must
continuously improve production and service using PDCA cycle commonly called Deming cycle
.It starts with plan ,do, check and act on failures by improving. Organization must continuously
do an on job training to its workers to improve their knowledge on the work they are doing
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.Organization must institute leadership at work plan by providing guidance, vision and
strategizing to achieving set objectives. Organization must drive out fears with in is workforce
for them to achieve maximum output from the labor force. Organization must break down
barriers between departments so as to allow team work within the whole process. Organization
must eliminate slogans and exhortations which associate quality improvement to one individual
rather than entire work force. Organization should eliminate numerical goals and quota systems
of evaluating work instead institute management by objectives where quality standards should be
set. Organization must remove barriers that rob workers their pride due to merit rating, annual
review instead create responsibility and quality standards. Organization must institute vigorous
education program for its workers with an aim to workers self -improvement. Organization must
involve everybody in the company to accomplish organization transformation in every step of
the process creating ownership of the job Suganthi and Samuel (2004)
2.8 Factors of implementation of kaizen
2.8.1 Attitude of employees in successful implementation of Kaizen Attitude is a predisposition or a tendency to respond positively or negatively towards a certain
idea, objects, person or situation. Attitude influences an individual choice of action and response
to challenges, incentives and rewards. Four major components of attitude are 1, Affective
emotions or feelings 2,cognitive belief or opinions held consciously 3, conative inclination for
action 4, Evaluate positive or negative response to stimuli.
The five variables with corresponding measured attribute that can be assessed quantitatively.
The first variable, employee attitude, provides a measure of participant effect toward lean
activities, with a specific emphasis on the principle of kaizen. The second variable, impact on
work area, measures perceptions of the Impact of kaizen activities on the work environment.
Impact on participant measures perceptions of the impact of kaizen activities on the participant‘s
own work performance. The third variable, skill, provides a measure of the extent to which
participants felt they obtained new job skills as a results of being involved in the kaizen event.
Understanding the need for change, the fourth variable, measures perceptions of the need for
change in the work area targeted in the event the fifth and final variable, understanding the need
for kaizen, provides a measure of the perceived need or kaizen activities (Doolenet. al., 2008)
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2.8.2 Training of employees in successful implementation of Kaizen. As Samuel.(2012) cited in Mangal (2009) Training is a planned process to modify attitude
,knowledge, skills or behavior through learning experience to achieve effective performance in
an activity or range of activities. Its purpose in the work situation is to develop the abilities of the
individuals and to satisfy the current and future manpower needs of the organization. Curtis
(2003) defined training as a systematic process of changing the behavior, knowledge and
motivation of present employees to improve the match between employee‘s characteristics and
employment requirements. Training is critical performance of employees at all levels in the
implementation of Kaizen. Training is the motivator and is essential to acquiring and main
training skills necessary for optima l job performance.
Trained worker is a better informed worker who will improve on quality. He will make
less operational mistakes hence help in implementation of Quality standard in the public
enterprise. Training increases the level of performance of workers hence increased
productivity. Training helps workers implement a new technique that requires new skills
like kaizen. Training addresses a performance gap in work place. Training reduces waste
and improves on quality. It reduces accidents and makes workers multitasked hence
making them a cushion for the organization in case an employee exist As Samuel Mathenge
K.(2012) cited in Otto (1970).
As Mangal (2009) training improves performance of learner. This happens by since training is
independent variable and learning is dependent variable .It emphasize the planning and
structuring of appropriate training tasks and stresses on analyzing training task into proper
elements for creating learning conditions. Frederick (2009) ,training refers to the process of
passing along the skills, knowledge and attitude or know how through carefully selected methods
according to a well-conceived plan by comment and well prepared people ,in a suitable learning
environment to help equip a trainee for his assigned job or responsibility. Training is therefore
the process that enables an individually acquire appropriate skills that enable him fulfill the
requirement of the job. It must be continued until the point the trainee is capable of handling the
job independently from the trainer. The general objective in training are two namely to
acquire knowledge theoretically and academically and two field based practical
experience and behavior change.
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There are two types of training which include on job training and off job training. The on job
training includes demonstration where a trainee works with an experienced trainer and is shown
how to perform a task. Trainee is then left to perform alone. Couching involves a trainee getting
support plus guidance from trainer. However, most learning is done by trainee themselves. Job
rotation is a process where a trainee is moved to various jobs for a period of time to enable him
acquires new skill. Do it yourself training is where a trainee is left to discover for himself.
Simulation is where a trainee is provided with simulators to train using them to avoid risk
involved by using real training machines like a pilot using real plane Blakely (1981).
The second type of training is off job training is Lecturing where the training formerly delivered
a carefully planned expository address on some topic. It is a makes the learner a passive agent in
the learning process. Case study is short stories and a description based on real event. Through
the case study a trainee is able to develop skills in analyzing, reasoning and knowledge. Role
playing is where a trainee is given a certain role to play as he learns how to perform a job.
Discussion group is where trainee is given a topic and they brainstorm and come up with ideas
how to perform a task from their own thinking. Projects are where a trainee is required to design
a project and run it. This help the trainee develop knowledge and skills to run a project. Business
game occurs where trainees are grouped into teams and they plays games together which have
lessons to learn especially on co-corporation and working as a team Adar (1973).
Training on quality standards has brought the following benefits; reduction of complaints from
customers, reduction in cost of the product, reduction of production time, increased system
efficiency, increased morale of workmen and increased customer satisfaction. Training must be
experimental since trainees retain 20% of what they hear and 90% of what they see and do,
Besterfield, Michna & Sacre (2003). Teams for quality standard cannot perform well if not
trained on how to solve quality problems. Kaizen has a PDCA cycle of solving quality problems.
Deming a quality expert or Guru proposed the PDCA cycle. Its start with planning for quality
then goes to doing the action plan, then checking if every when on okay and finally acting on
areas where quality failed. Training is key to success of implementing quality as taught by first
quality Gurus American Feigenbum, Juran and Deming. TQM was later advanced by Japanese
quality Gurus Kaoru Ishikawa, Genichi Taguchi and Shigeo Shingo. Later 1970 -1980 other
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American Quality gurus notably Philip Crosby and Tom Peters extended the quality management
concept after Japanese successes in production industry Crosby (1980).
According to Suganthi (2008), TQM philosophy have evolved through four stages namely;
Inspection, Quality control, Quality assurance and then Total Quality Management. Inspection
stage identified non –conformities, it did a lot of salvaging, had end of pipe approach and
survived on principle that the end justified the means. The second stage was Quality control that
looked on process performance data, quality planning, statistical tools, control instrumentation;
Quality assurance was third stage which had quality manuals, system certification, quality cost
and documentation. The last stage is TQM which is customer focused, has employer
involvement, has continuous improvement and has performance measurement, Suganthi (2008).
2.8.3 Top management support in successful implementation of kaizen According to Revees (1962) management is the utilization of physical and human resources
through co-operation effort. Management support is the process of planning, organizing, leading
and controlling the available resources in a way to achieve stipulated objectives efficiently and
effectively. According to Leadership Obstacle Model (Ornstein & Hunkins, 1998). The Model
grew out of the work by Neal Gross, (1979) to determine the success or failure of the
Organization. His model explained if management supports any activity the rest of the workers
will equally support it and it will succeed. The management provides materials for training and
implementation of any quality standard. The management motivates workers hence building an
environment for success in implementation of quality standard. Management does handling,
controlling and directing (Dale, Carol, Glen &Mary (2003). Management provides vision, policy
and strategic plan for any organization. Management also motivates worker by getting involved
in quality activities.
Hersey and Blanchard (1977) defined management as a process of working with and through
individuals and groups of people to accomplish organizational goals. Management plays a vital
role in planning of all Kaizen programmes. Management sets goals and objectives for Kaizen
activities. The management makes short and long term plans for Kaizen. Management
communicates all action plans for implementing quality standard Kaizen. This communication
helps influence the people implementing the quality standard by motivating them. Management
22
offer support by organizing the employees to carry out the organizational plans in quality
standards. In case of any changes management support helps employees to absorb and
understand the changes. Organizing entails assembling together human, material resources to
attain organizational goals and objectives. Management support also involves directing employee
toward the right direction. Although a work plan is laid down employees needs to be pushed to
the right direction for the goals to be achieved. According to Castetter (1976) directing is a
complex management process whose primary purpose is to get people to work effectively and
willingly. Motivation plays a big role by giving employees a reason to do a job and to give their
best. Management support also involves controlling where management does evaluation and
checks if set objectives are being achieved or not. Management finds out whether employee
implements Kaizen as per plan. Here management collects information on action taken in
implementation of Kaizen and then measures performance against feedback.
According to Pande, Neuman & Cavanagh (2000), management support establishes quality
standard by implementing principles of total quality management. These principles include
proper communication at work place, upholding of integrity and ethics, providing leadership,
establishing team work, sponsoring training and recognizing workers who have excelled in
quality implementation by rewarding them. These quality management principles that can be
used by top management to guide their organizations towards implementing quality standards.
Since the organizations depend on their customers, therefore they should understand current and
future customer needs, should meet customer requirements and try to exceed the expectations of
customers. An organization attains customer focus when all people in the organization know
both the internal and external customers and also what customer requirements must be met to
ensure that both the internal and external customers are satisfied. This can be achieved by
implementing a quality standard called Kaizen. Leaders of an organization establish unity of
purpose and direction of it. They should go for creation and maintenance of such an internal
environment, in which people can become fully involved in achieving the organization's quality
objective. Leadership guides the organization in the implementation process of quality standard.
People at all levels of an organization are the essence of it. Their complete involvement enables
their abilities to be used for the benefit of the organization. The desired result can be achieved
when activities and related resources are managed in an organization as process. An
23
organization's effectiveness and efficiency in achieving its quality objectives are contributed by
identifying, understanding and managing all interrelated processes as a system. One of the
permanent quality objectives of an organization should be the continual improvement of its
overall performance. Effective decisions are always based on the data analysis and information.
Since an organization and its suppliers are interdependent, therefore a mutually beneficial
relationship between them increases the ability of both to add value. These eight principles form
the basis for the quality management system standard ISO 9001:2008
Management support also involves communication, which is the ability to pass information. The
information must be easily understood and a feedback given so that it‘s complete. The purpose of
communication is to influence behavior and attitude. Successful information must motivate the
listeners t implement the message carried by the information. Communication in implementation
of quality standards must show what quality is target for the market. Visual communication is the
most successful since human being retain up to 90% of what they see but can only remember
20% of what they hear. Kaizen concept basically uses visual management in quality, Crosby
(1984). To Communication is to impact, transmit, share and receive. Communication is the act of
impacting a piece of information given a connection between places. Communication is a two
way process which information is sent, received and acknowledged. Types of communication
include verbal, written, non-verbal or body language and visual. For effective communication we
need to listen, feel, see and smell, Chase (1993
2.8.4 Team work in successful implementation of Kaizen Team means social units made of people who come together to do a certain function, shuster and
Stewart (1973). Team effort is therefore a co-operative effort where people from different
background, experience and specialization come together to perform a task as a unit. A team
comes together to achieve a common objective. Members of a team need to focus on how to
relate to each other listen to suggestion of each other and build on previous information and use
their conflict creatively. They need to set a standard, maintains discipline, build team spirit and
motivate each other. Since each member has his own experience he can bring in the group to
help meet the objective. Team work is best system to meet objectives because many heads are
knowledgeable than one. In kaizen there are various types of team work. They include process
improvement team where members improve a certain process or work unit. Usually the scope of
24
the team activity is limited to the work unit. A team consists of six to ten members. Cross
function teams is a team consisting of members from different functional areas such as
engineering, marketing, accounting and production. It can also include customer plus suppliers.
These are mostly temporary teams with task that cut across different department. Natural work
teams have voluntary team members. The manager is part of the team while some employee may
opt not to be part of the team. Self directed or self managed work teams are extension of natural
teams but they have no supervisors. There is a wide discretion to organize their work subject to
organizational work flow requirements. There is a team coordinator to liaison with senior
management that may rotate among members Bushe and shani (1991).
According to Besterfield (2003) successful teams have effective means of achieving team work.
This includes having a sponsor who is a member of quality council and he provides organization
support to the team. He also guides the team and navigates the improvement of team quality
standards. The team should have a charter. The charter defines the team mission, boundaries,
authority, duties, resources and background of the problem they want to solve. Team
composition should not exceed ten members. The members should be having different skills,
perspectives and potential. Team member should be trained in problem solving techniques, team
dynamics and communication skills. Team must develop ground rules for operation and
conducing quality standards. Clear objectives and goals determine the success of a team activity.
Accountability on performance of a team is important and period reports should be sent to
quality council to evaluate performance.
This help to gauge a team weakness and strength. Well defined decision procedures which are
effective, acceptable and timely have to be made by the team and their information given out to
members. Team should have enough resources in terms of funding, time and tools to perform as
expected. Team must operate in trust among each other and also responsibility on every member.
Teams must have an effective problem solving mechanism to handle matters arising during team
operations. Teams must have open communication where members listen to each other, ask
question and clarify where they need more information. Teams need good quality leadership who
can be elected, proposed or emerged within the team. He guides team activity and provides
directions as well as keeping the team together in harmony. Balanced participation is important
in a team by allowing opinions of all members and encouraging members to participate in team
25
activity. Team members must be cohesive and must feel comfortable working with each other
and not as single unit or sub-groupsParker (1994).
Kaizen helps build teamwork. Teamwork is an action performed by a team towards a common
goal. A team consists of more than one person, each of whom typically has different
responsibilities. A team also includes seven common elements: common purpose;
interdependence; clear roles and contributions; satisfaction from mutual working; mutual and
individual accountability; realization of synergies; and empowerment. The advantages of team
work include; increase in information sharing among team members, create better decisions,
product/services and increase of employee motivation plus engagement. Quality teams are very
effective in improving quality. Every member of a team has a special talent which when put
together brings out synergy power in a team. A quality team should have a sponsor for training
purposes. A team should not exceed ten workers to maintain commencement. A quality Team
must meet regularly to review progress. A case study o Airedale spring ltd that was founded in
1945 by Timothy Parkinson implemented TQM and achieved the following; workers developing
quality team work, worker skills were recognized and working condition were flexible, company
invested in the people, they reduced labour by 25%, they increased productivity by 43%, they
reduced their rejection from 45% to 2% cited on Gordon (1992)
2.8.5 Education level in successful implementation of Kaizen According to Twoli (2007) Education goes beyond teaching and training. It involves Individual
using acquired knowledge and skills to increase, adjust and enrich self and society. An educated
person should be seen as one whose interaction with others is socially acceptable and useful.
There are three forms of education. Formal education is carried out in institution and also follows
a curriculum like the 8-4-4 system. This is carried out in schools, colleges and universities. There
is syllabuses, time table and course outline to be followed. Occasionally there is supervision by
inspectors, examination, formal evaluation and awarding of certificates. No-formal education is
anyorganized activity outside the structured or formal system but which meant to meet needs of a
particular group of people. A system according to Groenewegen (1993) is a complex mixture of
factors interacting according to an overall plan for a common purpose or goal. It can be children,
youth and adults in the community. This is common in family planning where officials explain to
group of women or people on new methods of practicing family planning. Informal education
26
takes place unconsciously at homes, places of work, among peers and through natural
environment .its pursues its own pace in a spontaneous way throughout each person life. The
learning is not structured.
According to (UNESCO 1965) is a mean through which a country can free its people from
poverty, ignorance and diseases. Education is the backbone for any development in the society.
The problem of literacy is a global concern. Since the formation of UNESCO in 1946, it has
been keenly interested and involved in literacy and adult education. In1961, the United Nations
General Assembly requested UNESCO to study the problem of illiteracy in the world and to
come up with objective measures to combat illiteracy. According to Mulira (1978) by 1978 there
were 94 million illiterate adults in the age group of 15-24 years. Due to increase in population
and economic challenges, this number is bound to increase tremendously. UNESCO (1996),
twenty years of service to peace under the heading‖ The scandal and shame of illiteracy,
illiteracy is not only a clerical of a fundamental human right the right to education but also a
major obstacle to economic development and a threat to peace.
According to Maundu (2007) UNESCO has set goals for education which gives general direction
of the education offered by individual countries in the world. These goals include foster
international consciousness, improve standard of living in various countries of the world and
solve continuing problems that affect humanity such as war, hunger, disease and unemployment
2.9. Empirical Literature Review of kaizen The philosophy of Kaizen has kindled considerable interest among researchers because it
increases Performance and productivity of the company and helps to produce high-quality
products and services with minimum efforts. Numerous authors and researchers have argued the
concept of Kaizen and many scholars have performed case studies to cover wide range of
benefits like increased productivity, improved quality, reduced cost, improved safety and quicker
deliveries, etc.
Based on Masaaki (1986) , for kaizen implementation to take place at any place of work, on job
training for workers must be done on regular basis so as to maintain quality production in that
organization. Trained workers perform better than un-trained workers in quality production of
products. Trained workers also rarely will do any mistake as the do their duties because they
27
fully understand their work due to training. Masaaika also emphasized that team work was
important in getting the workers to produce synergy at their place of work. Formation of team
was important to do specific task so as to get everyone idea and combine these ideas to get out
the best way to improve on quality. He also explained the role of management support in
providing leadership to workers, by planning work schedules, organizing workers into teams,
motivating the workers and providing the raw material they need for their activities.
According to Twoli (2007) Education level goes beyond the academic standard that an individual
acquired, but involves individual using the acquired knowledge and skills to help him utilize
these skills in the society or place of work. Kaizen is about common sense and involving
everyone irrespective of his academics background.
Ishikawa (1985) he debates education level is not important in kaizen implementation but instead
he advocates for training.
According to Doolen et al. (2003) describe the variables that are used to measure the impact of
Kaizen activities on human resource. These variables include attitude toward Kaizen events,
skills gained from event participation, understanding the need for Kaizen, impact of these events
on employee, impact of these events on the work area, and the overall impression of the relative
successfulness of these events.
Asayehgn. (2013), kaizen has to be deeply ingrained in the minds of both workers and managers.
It involves process-oriented thinking; is people-centered; is directed at people‗s efforts based on
a teamwork approach; involves a change of attitude; shows commitment to improvement;
involves the entire workforce; and assumes that every worker has an interest in improvement
running across functional responsibilities. It believes that workers are the most important asset of
a company, and that the ―bottom up‖ participatory process involves front line workers taking
the initiative to clarify problems and come up with solutions, motivating and empowering
employees to have the information and skills needed to make decisions on a wide range of issues
concerning their own working environment.
According to Samuel. (2012), the main factors influencing implementation quality standard
(kaizen) in the flower industry specifically at Kariki ltd.in Keny, Four independent variable were
selected for the study which that teamwork among workers and managements, the training of
28
workers, top management support and education level of workers. The research adopted
descriptive survey design. A target population of 220 workers from Kariki ltd was selected and a
sample size of 132 workers was selected according to krejcie table. Questionnaire and interview
schedules were selected as research instruments to collect data. The findings showed that all the
four independent variables influenced kaizen implementation in Kariki ltd. However team work
was leading in influence, followed by training, followed by management support and last was
education level of workers. The researcher concluded that team work was very important or a
significant factors in the implementation of kaizen while education level of workers had very
little influence or insignificant effect on the implementation of quality standards (kaizen).
Mary. (2012) conducted his study was to establish the relationship between implementation of
kaizen and operations performance improvement in Kenyan manufacturing firms. It sought to
find out the extent of kaizen practices implementation in these firms as well as the challenges
faced by these firms in implementing kaizen. A survey questionnaire was used to collect data
from operations managers or their equivalents in 13 Kenyan manufacturing firms that have
implemented kaizen. Descriptive statistics was used to evaluate the extent of implementation of
kaizen practices and the challenges in kaizen implementation. Individual operations performance
measures were regressed against the set of kaizen practices to evaluate the relationship between
the two. A regression model was used to evaluate the overall relationship between kaizen
implementation and operations performance improvement. The study‘s other objective was to
determine the challenges that are encountered by Kenyan manufacturing companies in
implementation of kaizen. The findings show that the challenge that hindered kaizen
implementation most was employee attitudes and misconceptions about kaizen whereas those
that posed least or insignificant challenge was lack of management support followed by
economic constraints.
The previous researcher study which was conducted by Alebel. (2016) conducted his study on
attempted to investigate the achievements and pinpoint the challenges of Kaizen theory
implementation through basic Kaizen tools like 5s and waste elimination in Sino Ethiop in Addis
Ababa. The research adopted survey design. The total population is 230 out of which 4 are top
management, 13 are middle management, and 213 are operational workers who are selected for
this study. In order to achieve the aim of the study, the researcher used non-probability purposive
29
sampling technique to select the managers and simple random sampling for kaizen promotion
teams and facilitators and operational workers in which the researcher selects by scrolling piece
of paper and insert to basket then shaked and picked as a lottery method . A total sample of 45
was used in this study. The result showed that there is a strong significant positive relationship
between training and education, kaizen tools, kaizen pillars with kaizen achievements. The
training and educated employees were positively and significantly correlated with quality,
productivity, and profit. So as to utilize the effective implementation of kaizen the organization
should work to train and educate employees about kaizen. It also needs to work to strengthen
kaizen tools and kaizen pillars in order to improve the achievements of kaizen implementation.
Amanuel. (2014) conducted his study aimed at assessing the practices and challenges that faces
Ethio telecom in implementing and sustaining kaizen in Addis Ababa office. Four independent
variable were selected for the study which that factors for effective implementation of kaizen top
management role and commitment, training and awareness, participation, motivation and
empowerment, effective communication and culture and positive mindset. The research is
descriptive research type and its very basic aim is to explore or to gain additional information
about the subject area and to identify areas of further investigation. Target population of 870
employees from Ethio telecom in Addis Ababa offices was selected and a sample size of 270.
The study employed simple random sampling for members of the standard quality circle to select
the sample. It is found out that, top management commitment in building and sustaining a
continuous improvement culture, clear communication channel, involvement of all members of
the company, training on kaizen methodologies as well as fair and equitable motivational
schemes including empowerment has a great impact on the effectiveness of kaizen practices. The
levels of all the above mentioned factors are well not practiced in Ethio telecom in ingraining the
culture of kaizen. Revisiting the mission statement, engaging top management in owning kaizen
and delivering training on a continuous basis for all members of the company besides to working
together with institutions specialized in kaizen plays a great role in bringing the aspired change
from kaizen
30
2.10 Conceptual framework
In this conceptual frame work there are five independent variables selected for this study
namely; attitude of employees, training, top management support, education levels employees
and teamwork within the public enterprise. These variables have been selected to check their
effect on the dependent variable; factors influencing on successful implementation of Kaizen in
public enterprise.
Independent Variables Dependent Variables
Figure 2.1 Conceptual Frame work for the study
Source: Adopted from Samuel. (2012) and Mary.(2012)
Attitude of employees
Top management Support
Training of employees
Education level of
employees
Team works of employees
Successful
implementation
of kaizen
31
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Research Approach
The study applies quantitative approach to describe and evaluate the factors influencing on
successful implementation of kaizen the case of Bahir Dar City Administration selected public
enterprise. Well design quantitative research has the merit of being able to make generalizations,
for a broader population, based on findings from the sample. However, the applications of the
approaches enable the researcher to obtain adequate, relevant and reliable data to the issue under
study. In order to gather relevant information, a possible method was selected, that are primary
data. The primary methods are enabling how far the factors influencing and its successful
implementation of kaizen by using questionnaires directly address to the public enterprise
permanent employees of all departments not included the site works. Quantitative method is
used as an approach to gather primary data. The primary data collection is involving the
administration of a self-administer questionnaire. This chapter addresses the following areas:
justification of choice of enterprises and questionnaire data collection.
Quantitative research is grounded in the post-positivism knowledge claim that primarily
reflects the scientific method of the natural sciences. The researcher gathers data from the real
world setting and then analyses the data statistically to support or reject the hypotheses (Robert
K.Yin, 1994). Researchers who adopt a more deductive approach use theory to guide the
design of the study and the interpretation of the results. In line with this, the overall objective
of quantitative research is to test or verify a theory, rather than to develop one. Therefore, the
theory offers a conceptual framework for the entire study, and it also serves as an
organizing model for the entire data collection procedure. Quantitative techniques as an
attempt to test a hypothesis by incorporating it into the research design and responding to it by
measuring its strength and weaknesses that gives numerical measurements to the collect data.
They are also capable of being accurately described with a set of rules or formula which
then makes their definition unambiguous and independent of individual judgments. Quantitative
researchers put their emphasis on procedures, methodologies and statistics. As a result, it
relies on statistical techniques aided by computational algorithms and software packages for
analysis the problem under the study.
32
Quantitative research is one in which the investigator primarily uses positivist claims for
developing knowledge and its strategies of inquiries are associated with experimental and
survey research methods. (Robert K.Yin, 1994) mentioned that experimental research seeks to
determine if a specific treatment influence an outcome. This impact is assessed by providing a
specific treatment to one group and withholding it from another and then determining how both
groups scored on an outcome. Therefore, pure experiment enables the researcher to
manipulate an independent variable in order to see the effect on the dependent variable with the
random assignment of subjects to treatment conditions. Whereas, survey research provides
quantitative or numeric description of research trends attitudes or opinions of a population by
studying a sample of population. It includes cross sectional (data has been collected in one point
in time) and longitudinal studies (data has been collected through time with different interval)
using questionnaires for data collection, with the intent of generalizing from the sample to the
population.
The type of research employed under this study has been explanatory research. The study
employs explanatory in that the relationship between variables is correlated with an aim of
estimating the integrate influence of the factors on successful implementation of kaizen.
3. 2 Research Design The research design for this study was Cross-sectional method to examine the relationship
between factors influencing and successful implementation of kaizen in the sense that all
relevant data were collected at a single point in time in public enterprise Bahir Dar city
administration. The purpose of this research is to identify if there is a relation between the
predictor variable and the response variable. The predictor variable is factors influencing and the
response variable is successful implementation of kaizen. Therefore, the study was also
correlation in design because there is the intent to investigate the relationship between dependent
and independent variable of the study. According Reid (1987) Correlation research aims to
ascertain if there is a significant association between dependent and independent variables.
Creswell (2005) also explained that the correlation research method is useful for identifying the
type of association, explaining complex relationships of multiple factors that explain an outcome,
and predicting an outcome from one or more predictors. In addition, to investigate the influence
of independent variable on dependent variables regression analysis was undertaken. Creswell
33
(2005) asserted that, regression used for explaining a relationship among variables you are
interested in determining whether one or more variables might influence another variable
3.3. Sampling Design
3.3.1 Target Population
According to Hair et al. (2006), target population said to be a specified group of people or object
for which questions asked or observed made to develop required data structures and information.
For this study, 672 permanent employees of all departments excluded site workers from
employees of public enterprise of working at three different enterprise of Bahir dar city
administration (342 from Amhara Water Works Construction Enterprise from Water well
Drilling Enterprise 186 and 144 from Amhara Design & Supervision of Irrigation Enterprise)
selected as a population. These populations consist of all permanent employees excluded site
workers in selected public enterprises
3.3.2 Sampling Frame and Sampling Techniques The sampling frame is a source materials from which the sample selected. In this research,. The
sampling frames from which participants selected are all permanent employees excluded site
workers. Public enterprise Bahir dar city administration has 12 Enterprise (Amhara water works
construction enterprise, Amhara road construction enterprise, Tana transport enterprise, water
well drilling enterprise, Amhara pipe factory, Amhara seed enterprise ,Tissesat water well
drilling enterprise, Amhara forestry enterprise, Amhara construction and housing development
agency, Amhara urban development and construction agency, Amhara design and supervision
of irrigation enterprise and Amhara design and supervision of road and construction
enterprise). Because of time, financial and data administration problem, three enterprises
(Amhara water work construction enterprise, Water well drilling enterprise and Amhara design
and supervision of irrigation enterprise) randomly selected to investigate this study. The
respondents proportionally selected from each enterprise. To minimize respondent‘s selection
bias, simple random sampling method applied to select those individuals who participate in
responding the questionnaire.
34
3.3.3 Sample Size To ensure the validity of the findings, the study was used adequate sample size. The
researcher determined to accept at 5% sampling error and wants to be at 95% confidence level
with the findings of this study. Having determines the accuracy and level of confidence, the
sample size determination adopted from (Yamane, 1967).
The equation to determine sample size according to (Yamane, 1967) is:
n = N where: n = Sample size, N = population
1+Ne2
e = allowable Error
n = 672 , n = 251
1+672(0.05)2
The reason for 95% level of confidence is based on the homogeneous characteristics of
staff members. The target or the theoretical population of the study constitutes one specific sets
of units from which the sample is actually drawn. The set of sampling unit comprise all staffs
that employee in public enterprises operating in Bahir dar City administrations that are
currently about 672.
To conduct the research 251 employees (128, 69 and 54) from Amhara water works construction
enterprise, water well drilling enterprise and Amhara design and supervision of irrigation
enterprise respectively) proportionally selected as a sample.
3.4 Source of Data
3.4.1 Primary Data Sources and method of data collection
The main base for the study is primary data only which is collected through field work survey in
order to get information on the issue of factors influencing successful implementation of
kaizen through questionnaire using well trained four data collectors by close supervision and
support of the researcher. The structured questionnaire consists of closed ended questions to
collect quantitative data from the respondents and each questionnaire adopted from Samuel.
(2012) and Mary..(2012).
35
Along with some of the closed ended questions are five score likert scales to provide
respondents a wider range of alternative with end points where ―5‖ the level of agreements are
represent by 1 to 5. Strongly agree represented by 5, agree represented by 4, neutral represented
by 3, disagree represented by 2, and strongly disagree represented by 1 in the questions on the
matter related kaizen.
In conducting the research, data that are going to be one that is being most usually applies in
this paper. Used primary data. Among the different primary data collection methods
questionnaires are the main
3.5 Methods of Data Analysis and interpretation
In the research, raw data is changed into a structure data that enables to generate meaningful and
useful bits of information. The major part of the analysis has been done based through SPSS
V22.0.The study used descriptive statistics and inferential statistics (such as multiple liner
regression) methods to examine basic characteristics of the study that is assume to indicate the
factors influencing successful implementation of kaizen in public enterprises. The data analysis
has been involved in quantitative methods. The researcher used the quantitative data to analysis
the factors of attitude of employees, top management support, training, team works and
education levels on successful implementation of kaizen.
3.5.1 Data presentation Data analysis consists of examining, categorizing, tabulating, or otherwise recombining the
evidence, to address the initial proposition of a study (Yin, 1989, p. 105). The researcher will
analyze the data collected through survey to statistical population from public enterprises
which is the case of Bahir Dar City Administration concerning on the successful
implementation of kaizen and its determinants.
Descriptive analyses were used to describe patterns of behavior or relevant aspects of
phenomena and detailed information about each variable. Thus, it shows the average and
standard deviation of the different variables in the study. Moreover, it also presents the
minimum and maximum values of the variables which help in getting a picture about the
maximum and minimum values a variable can achieve and processed using SPSS V22.0. The
36
study used correlation analysis and descriptive statistics to estimate the causal relationships
between successful implementation of kaizen variable, and independent variables. The basic
objective of using regression equation on this study is to make the researcher more effective at
describing, understanding, predicting, and controlling the stated variables. Therefore, the
model developed and its specification outlined below. There are five independent variables,
multiple regression models used as a measure for their relationship.
SIK = β0 + β1 (AE) + β2 (TE) + β3 (TMS) + β4 (ELE) + β5 (TWE) + εi Where;
SIK = Successful implementation of kaizen which is the dependent variable of the research.
AE = Attitude of employees
TE = Training of employees
TMS = Top management support
ELE = Education level of employees
TWE = Teamwork of employees
εi =Error term
β0 is the intercept - constant, which would be equal to the mean if all slope coefficients are 0. β1,
β2, β3, β4 and β5 are the above given equation; the effects of independent variables on the
dependent variable of were measured by questionnaire adopted from previous study as follows.
coefficients associated with each independent variable which measures the change in the
mean value of SIK, per unit change in their respective independent variables. With the
help of the
3.6 Measures
Successful implementation of kaizen
Given the lack of academic work on the successful implementation of kaizen we found scales
in the literature that were tested for their reliability which met the requirements of this study.
We used 43 items in implementation kaizen effectiveness advanced by (Aaron Cohen &
Gabriel Sayag, 2010, Wahid Abu-Azza, 2012 and Karagiorgos, Theofanis; Drogalas,
Giovanis, Nikolaos, 2011) as a starting point and I have tested for their reliability (Cronbach‘s
Alpha) for all items with SPSS V22.0.
37
Dependent variables
Successful implementation of kaizen was dependent variables. This variable was measured by
7 items (question numbers 44, 45, 46, 47, 48.49, and 50). The majority of these items dealt with
the successful implementation of kaizen..
Independent variables
It should be noted that the data for the five independent variables were collected from the
permanent employees excluded site workers in Bahir dar city administration selected public
enterprise. Therefore, the independent variables represent the perceptions of the kaizen
implementation regarding these concepts.
Attitude of employees: This variable was measured by seven items (question numbers 8, 9,
10, 11, 12, 13 and 14). The majority of these items dealt with the attitude of employees.
Training of employees: variable was measured by six items (question numbers 15, 16, 17, 18
19 and 20). The majority of these items dealt with the training of employees
Management support: This variable was measured by seven items (question numbers 21, 22,
23, 24, 25, 26 and 27). The majority of these items dealt with the management support
Education level of employees: This variable was measured by five items (question numbers
28, 29, 30, 31 and 32). The majority of these items dealt with the education level of
employees.
Teamwork of employees: This variable was measured by eleven items (question numbers 33,
34 .35, 36, 37, 38, 39, 40, 41, 42 and 43). The majority of these items dealt with the teamwork
of employees.
3.7 Validity and Reliability In order to reduce the possibility of getting the answer wrong, attention need to pay to two
particular on research design: reliability and validity (Saunders et. al., 2003).
3.7.1 Validity Validity defined as the extent to which data collection method or methods accurately measure
what they were intended to measure (Saunders et. al., 2003). Cooper and Schindler (2003)
believe that validity refers to the extent to which a test measures what we actually wish to
38
measure. There are two major forms: external and internal validity. The external validity of
research findings refers to the data‘s ability generalized across persons, settings, and times.
Internal validity is the ability of a research instrument to measure what purposed to measure
(Cooper & Schindler, 2003). Numbers of different steps taken to ensure the validity of this study:
Data collected from the reliable sources, from respondents who are working in bahir
dar city administration selected public enterprise.
Survey questionnaire made adaptation of previous studies and with some modification
based on literature review and frame of reference.
Data collected through one week, within this short period of time no major event has
changed with the related topic.
Questionnaires were pre-test by administer to the respondent before starting the
survey. To determine the strengths and weaknesses of the questionnaire on question
format, relevance, wording, clarity and order pretesting have done. The pre-test
questionnaires administered for 23 employees of Bahir Dar city administration
selected public enterprise and for 3-kaizen officers. After pretest the instrument, the
researcher reviewed and where necessary modifications made, such as clarity, order,
edit repetitive questions, and avoid irrelevance questions.
3.7.2 Pilot reliability test instruments
The advantage of doing a pilot study include; it helps to detect potential defects in the
measurement procedures, it assists in identifying ambiguous items, and it allows the researcher
to become aware of nonverbal behavior that may occur due to the error wording questions.
Therefore, the researcher conducted a pilot reliability test to confirm whether the adopted and
modified instruments understood or not by respondents before the questioners are distributed. To
measure the reliability of the questioner, the researcher applied a preliminary reliability test by
taking 26 respondents from 3 enterprises. According to (Kerlinger and Lee, 2000), a minimum
acceptable level of coefficient alpha is 0.6 and 0.5. But, most researchers use 0.70 as a minimum
acceptable level of alpha to measure dependent and independent variables.
39
Table 3.1 pilot test instruments
Variables No. of respondents No. of items Cronbach‘s alpha
Attitude of employees 26 7 .850
Training of employees 26 6 .828
Top management support 26 7 .881
Education level of kaizen 26 5 .739
Teamwork of employees 26 11 .870
Implementation of kaizen 26 7 .758
Source: SPSS out pus of pilot test, 2017
From the above table 3.1, the pilot reliability test seen that the average reliability value was
estimated to be α = 0.60. When the calculated reliability values were compared with the average
value (α = 0.60) advocated by cronbach‘s, the overall cronbach‘s alpha value of the dependent
and independent variables of the study achieve the average requirement of reliability analysis.
Therefore, the researcher can be assumed that the pilot test of the instrument was reliable for data
analysis.
3.8 Ethical Consideration All information gotten from the respondents treated with confidentiality without disclosure of the
respondents‘ identity. Moreover, no information modified or changed, hence information gotten
presented as collected and all the literatures collected for the purpose of this study were
appreciated in the reference list.
The considerations of ethical issues were necessary for ensuring the privacy and safety of
respondents. Among the significant ethical issues considered in the research, process is consent
and confidentiality. In order to secure, the consent of respondents‘ all-important details of the
study explained its aims and purposes. The respondents will not force to participate in the
research. The confidentiality of participants ensured, by not disclosing their names and personal
information in the research.
40
CHAPTER – FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction This chapter presents the results of a statistical analysis of the data obtained from the respondents
and results focus on addressing the research questions stated on chapter one. .Two hundred fifty
one questionnaires were distributed to the 3 enterprises, out of which 251 were completed and
successfully, representing 100 % response rate. Out of the 251 questionnaires administered 128,
69, and 54 were distributed to Amhara Water works enterprise, Water well drilling enterprise,
and, Amhara design and Supervision irrigation enterprise respectively.
In this study both descriptive statistic and regression analysis were used to analyze the data. The
descriptive statistics utilized in this research used to analyze the demographic data included
frequency, percentages. Inferential analysis is concerned with the various test of significance for
testing reliability, hypothesis, normality, autocorrelation, Multicolinearity in order to determine
with what validity data can be said to indicate some conclusion(s). The data collected from the
returned questionnaire were entered into SPSS (Statistical package for social science software)
version 22 for analysis. The data was sorted to group questions according to applicable
constructs under test. Correlation and regression analysis were performed. In this study, a
multiple regression analysis was performed by using all the discrete variables (dependent and
independent) variables available in the dataset.
Generally, this section is organized in the following manner: First, the general information about
successful implementation of kaizen presented and analyzed. Second, data collected through
questionnaires were analyzed concurrently.
41
Table: 4.1 sectors of respondents included in the study
No
.
Name of enterprise Population Sample Response
Frequency Frequency %age Frequency %age
1 Amhara water works construction
enterprise
342 128 37.43% 128 100%
2 Water well drilling enterprise 186 69 37.10% 69 100%
3 Amhara design and supervision
Irrigation enterprise
144 54 37.5% 54 100%
4.2 Descriptive statistics
4.2.1 Demographic characteristics
This section provides a profile of respondents who involved in the study and data collected on
basic characteristics. Accordingly, the following variables about the respondents were
summarized and described in the following tables. These variables include: sex, age, level of
educational and years of experience of the respondents presented and discussed
42
Table 4.2 Background profile of the Respondents
Item Options Frequency Percent Valid Percent Cumulative Percent
Sex
Male 177 70.5 70.5 70.5
Female 74 29.5 29.5 100.0
Total 251 100.0 100.0
Age
18-25 27 10.8 10.8 10.8
26-31 106 42.2 42.2 53.0
32-40 81 32.3 32.3 85.3
Above 40 37 14.7 14.7 100.0
Total 251 100.0 100.0
Level of
Education
Diploma and below 19 7.6 7.6 7.6
Degree 188 74.9 74.9 82.5
master degree and
above 44 17.5 17.5 100.0
Total 251 100.0 100.0
Year of
experience
Below 3 years 57 22.7 22.7 22.7
3-6 years 62 24.7 24.7 47.4
7-10 years 62 24.7 24.7 72.1
Above 10 years 70 27.9 27.9 100.0
Total 251 100.0 100.0
Source: SPSS outputs of respondents, 2017
4.2.1.1 Gender of respondents As it shown in Table 4.2 above, the data provides gender profile of respondents by frequency and
percent. The results revealed that out of 251 respondents, 177(70.5%) of the respondents were
males and 74(29.5%) were female respondents. This implies that the number of female
respondents lower than male employees. Therefore, public enterprises have to appraise the
problem and take measures to attract and retain more female employees in the future
43
4.2.1.2 Age of respondents From the data represented in table 4.2 above, the majority 106(42.2%) of the respondents were
under age group of 26-31 years old; 81(32.3%) of the respondents were under age group of 32-
40 years,27(10.8%) of the respondents were under age of 18-25 and the remaining 37(14.7%)
respondents were in the age of above 40 years old. Therefore, the data shows majority of the
employees of public enterprise at Bahir Dar city administration are in better aging position to
accept changes. Younger employees are better than aged personal to accept change and it is
aged confortable to successfully implement of kaizen
4.2.1.3 Levels of education of respondents
In this part of the study, education level of respondents in the above table 4.2 shows that from
251 respondents 188(74.9%) of the respondents was employees who are degree holders,
44(17.5%) were employees who have second degree and above and remaining 19(12.5%) were
diploma holders and below. This implied that the majority of respondents are well educated and
have the ability to understand and answer the questions they were presented with.
4.2.1.4 Years of experience of the respondents A indicated in table 4.2, 57 or 12.5% of the respondent have service year less than 3 years, 62
or 24.7% respondents have ranging from 3-6 years, 62 or 24.7% of respondents have ranging
from 7-10 years and the remaining 70 or 27.9% of the respondents have services above 10
years . This shows that 77.3% Bahir dar city administration selected public enterprise have more
than 3 years of experience. This implies that the respondent knowledgeable about their
enterprise‘s successful implementation of kaizen activities.
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Table: 4. 3 received kaizen training respondents
Items
Options Frequency Percent Valid Percent
Cumulative
Percent
received kaizen training
in relation to current
position:
Yes 234 93.2 93.2 93.2
No 17 6.8 6.8 100.0
Total 251 100.0 100.0
Kind of kaizen training
have you taken
Five ''S'' 39 15.5 16.7 16.7
Waste 14 5.6 6.0 23.0
Zero defect 2 .8 .9 23.8
Labeling of
kaizen tools 2 .8 .9 24.7
All 177 70.5 75.3 100.0
Total 234 93.2 100.0
have you been taking in
training: Less than 5 days 29 11.6 12.3 12.3
5-15 days 192 76.5 82.1 94.4
16-25 days 13 5.2 5.5 100.0
Total 234 93.2 100.0
Source: SPSS outputs of respondents, 2017
As it shown in Table 4.3 above, The respondents were also asked to assert the kaizen training(s)
attended relevant to implementation of kaizen activities; majority of respondents 234 (91.4%)
had been attended in kaizen training(s) and the remaining 17(6.8%). Of respondents had been not
attended kaizen training. Out of 234 attended kaizen training respondents 177(75.3%) of
respondents taken all type of kaizen training such as five ‗ s‘, zero defect, waste/muda/, and
labeling of kaizen tools , 39(16.7%) of taken only five ‗ s‘ trcaining,14(6.%) respondents taken
of waste or muda training and 4%(1.71%) of respondents were taken zero defect and labeling of
kaizen tools. This implies the majority of respondents before to started implementation of kaizen
had been attended all types of kaizen training.
In order to perform their kaizen tasks very well, an organization should be build a capacity of
employees through training for a short period of time, based on this idea the respondents of this
survey have been replied that, 26/(11.6% ) of the respondents have attended less than 5 days, 192
(76.5%) of the respondents have attended from 5 to 15 days training and the remaining 13(5.2%)
of the respondent has got relatively longer time period from 16 to 25 days
45
From the above data it can be concluded the fact that, although selected public enterprise staff
members have qualified, educated, short training and experienced , however the employees did
not get adequate training.
4.2.2 Questionnaire result for likert scale
A total of 251 copies of questionnaires were sent to respondents. From the respondents, 251
usable questionnaires were obtained (100 percent response rate). Descriptive measures of
responses are presented in Table 4.4.
Table 4.4 Descriptive statistics of variables
Variables N Minimum Maximum Mean Std. Deviation
attitude of employees 251 1.71 5.00 3.8542 .55280
training of kaizen 251 1.00 5.00 3.9535 .63302
Top management support 251 1.00 4.86 3.3756 .64653
Education level on kaizen 251 1.40 4.00 2.9275 .45747
teamwork on kaizen 251 1.00 4.73 3.6979 .55414
implementation of kaizen
effectiveness 251 1.71 4.86 3.8258 .45418
Valid N (listwise) 251
Source: SPSS outputs of questioners, 2017
The purpose of table 4.4 was used to understand the extent of practical implementation of kaizen
in selected public enterprises in the case of Bahir Dar city administration. Therefore, data related
to each of the implementation of kaizen: attitude of employees, training of employees, top
management support, education level of employees and teamwork of employees, quality and
degree of information sharing and implementation kaizen practices are summarized and the
results are presented bellow on their respective order in the questionnaire. Table 4.4 also
indicates the mean and standard deviation of variables. The mean score indicates the degree of
respondents agreed on the given idea. The higher the mean score, the more respondents agreed
on the given idea and vice versa. On the other hand, the standard deviation indicates the degree
of responses varied each other. That is the higher the standard deviations, the more variation in
46
the responses of respondents. According to (Zaidatol, and Bagheri, 2009), mean score of ≤ 3.39
is low, from 3.40 up to 3.79 is moderate and > 3.80 is high. The comparison bases of the analysis
was based on the above mean score bases.
4.2.2.1 Attitude of employees
The results of the attitude of employees questioner distributed to respondents indicated in table
4.4 the greatest impact on attitude was on employees‘ preference to the part of kaizen activities
with a mean response of 3.85, and the standard deviation was 0.553 or 55.3%. The mean score of
attitude of employees were high (> 3.80). The standard deviations of the response were 55.3%,
which indicates that the respondents‘ perceptions were less differing to one another. This implies
that participating in kaizen activities has a positive impact on employees‘ attitude or employees‘
attitude in the enterprise has high impact on successful implementation of kaizen and enterprise
good greatly their workers‘.
4.2.2.2 Training of employees
The results of the training of employees on kaizen questioner distributed to respondents indicated
table 4.4 training strongly influencing successful implementation of kaizen which is also
supported by their is a mean response of 3.95, and the standard deviation was 0.663 or 63.3%.
The mean score of training of employees were more than the maximum mean score (> 3.80). The
standard deviations of the response were 63.3%, which indicates that the respondents‘
perceptions were differing to one another. This results would suggests that the training of
employees on kaizen such as five‗s‘ training, zero defects, reduction of waste/muda/ and labeling
of kaizen activities highly influencing successfully implementation of kaizen in the enterprise.
4.2.2.3 Top Management Support The results of the top management support questioner distributed to respondents indicated in
table 4.4 top management supports to general employees and subordinate members influence
kaizen implementation which is also supported by their mean of response of 3.38, and the
standard deviation was 0.6466. The mean score of top management support were less than the
minimum average score (< 3.39). The standard deviation of the response was 64.66%, which
indicates that the respondents‘ perception was differing to one another. This result would suggest
that the top management support in terms of commitment to successful implementation of kaizen
in the enterprise has low impact on implementation of kaizen.
47
4.2.2.4 Education level of employees The results of the education level of employees questioner distributed to respondents indicated in
the table 4.4 is a mean response of 2.93, and the standard deviation was 0.458 or 45.5%. The
mean score of education level of employees were less than the minimum average score (< 3.39).
The standard deviation of the response were 45.5%, which indicates that the respondents‘
perception were less differing to one another. These results would suggest that the education
level of employees such as easy understanding kaizen training activities, participates team
members, reading kaizen posters information, easy implementation kaizen activities and to
generate new ideas about kaizen activities .This implies that the majority of enterprise staff
indicated the above table 4.3 232 or 92.43% of respondents were educated or degree and
above .therefore, education level of employees in the enterprise has low influence on successful
implementation of kaizen.
4.2.2.5 Teamwork of employees
The results of the teamwork of employees questioner distributed to respondents indicated in table
4.4 teamwork of employees in each departments of the enterprise a strongly influence successful
implementation of kaizen which is also supported by their mean response of 3.7, and the
standard deviation was 0.554 or 55.4%. The mean score of teamwork of employees were
moderate score (between 3.40-3.79). The standard deviations of the response were 55.4%, which
indicates that the respondents‘ perceptions were less differing to one another. These results
would suggest that the teamwork of employees in the enterprise has high impact on successfully
implementation of kaizen.
4.3 Reliability Tests of the Instrument
Pilot study (preliminary test) was carried out using simple sampling method in the Bahir dar city
administration selected public enterprise having the same characteristics with the participants of
the main study. The advantage of doing a pilot study include; it helps to detect potential defects
in the measurement procedures, it assists in identifying ambiguous items, and it allows the
researcher to become aware of non verbal behavior that may occur due to the wording question.
Therefore, the researcher tried to insures the reliability and validity of the questionnaire. To
measure the reliability of the questionnaire, the researcher applied a preliminary reliability test
48
from 251 respondents from three enterprises. According to different statistic book a reliability
coefficient exceeding 0.6 for any test or scale was acceptable reliability coefficient. Therefore, as
we can see the (cronbach‘s alpha) indicates that the questionnaire administered in this study, all
items are reliable.
Table: 4.5 Reliability analyses
Variables No. Of items cronbach‘s alpha
Attitude of employees 7 .767
Training of employees 6 .767
Top management support 7 .784
Education level of employees 5 .841
Teamwork of employees 11 .784
Successful Implementation of kaizen 7 .744
Source: researcher‘s computation with SPSS, 2017
From the above table 4.5, it is seen that the reliability value was estimated to be α = 0.744- 0.841
between the scale. If the above calculated reliability values are compared with the standard value
alpha of 0.6 advocated by Cronbach‘s, then it can be safely assumed that the scales used by the
research are reliable for data analysis.
4.4 Normality and fitness Test
Distribution of the data is another issue in this research, whether it is normal/or not. In statistics,
normality tests are used to determine if a data set is well-modeled by a normal distribution and to
compute how likely it is for a random variable underlying the data set to be normally distributed.
Graphical interpretation has the advantage of allowing good judgment to assess normality in
situations when numerical tests might be over or under sensitive, but graphical methods do lack
objectivity. If you do not have a great deal of experience interpreting normality graphically, it is
probably best to rely on the numerical methods. Thus, in this research the researcher prefers both
graphical and numerical methods..
49
4.4.1. Skewness and Kurtosis
Skewness and kurtosis are numerical methods of interpreting normality .To check the
distribution of score is normal, we need to look at the values of skewness and kurtosis in the
SPSS output. Positive value of skewness and kurtosis indicates too many low scores in the
distribution, whereas negative values indicate a build-up of high scores (Field, 2009). Skewness
and kurtosis measures the degree to which cases are clustered towards one end of an asymmetry
distribution. . The researcher conducts a test of normality assumption, the results exhibit that the
value of skewness for all the independent variables ranges from –1.432 to -0.253. In contrast, the
kurtosis for all the variables is ranging from -0.059 to 3.941. Based on the result, it is clearly
shown that all the independent variables and dependent variables are acceptable in terms of
normality. This is because the value of skewness and kurtosis for all the variables conform to the
rule of thumb where all the value is less than two and seven respectively (West, Finch & Curran,
1995). As we have seen from the below table 4.6, the skewness or kurtesis approaches all the
value is less than two and seven respectively and it is almost normal. All variables were found to
be normal.
Table 4.6 Skewness and kurtosis of the distribution
Source: researcher‘s computation with SPSS, 2017
N Skewness Kurtosis
Statistic Statistic Std. Error Statistic Std. Error
Attitude of employees 251 -1.244 .154 2.743 .306
Training of employees 251 -.938 .154 2.376 .306
Top management support 251 -.657 .154 .810 .306
Education level of employees 251 -.253 .154 -.059 .306
Teamwork of employees 251 -1.432 .154 3.941 .306
Successful implementation of
kaizen 251 -.833 .154 1.741 .306
50
4.4.2. Histogram
A histogram is a graphical representation of the distribution of numerical data. It is an estimate
of the probability distribution of a continuous variable (quantitative variable) and was first
introduced by Karl Pearson. Histogram gives the rough idea of whether or not data follows the
assumption of normality. Look at figure 4.1 with the normal curve superimposed. The black
line superimposed on the histograms represents the bell-shaped "normal" curve. This shape
basically implies that the majority of scores lie around the center of the distribution (so the
largest bars on the histogram are all around the central value). . On the other hand, the histogram
with overlay normal suggests reasonableness of the assumption of normality of frequency. The
standard deviation is an expression of how widely spread the values are around the mean is
=0.99 this indicates that the regression model used in this study was adequate or in other words,
the model was fit.
Source: SPSS outputs, 2017
Figure 4.1 -histogram normal distribution of the data
51
4.4.3. Linearity Test Linearity assumption of multiple regressions was tested using normal p-p plot test and it was
found that there is linear relationship between independent and dependent variables. In this
research the linearity result Look at a p-p plot below figure 4.2 depicted the distribution of
residuals near to the mean zero. In general, this indicates that the regression model used in this
study was adequate or in other words, the model was fit.
Source: SPSS outputs, 2017
Figure 4.2 - normal distribution of the data
52
4.5 Analysis of Association between Factors Influencing and Successful
Implementation of kaizen In this study Pearson‘s Product Moment Correlation Coefficient was used to determine whether
there is significant relationship between Attitude of employees, Training of employees, top
management support, education level of employees and teamwork of employee‘s variable with
successful implementation of kaizen.
Correlation refers to the association or the relationship between variables and it measures the
degree to which two or more sets of data are related. Higher correlation value indicates stronger
relationship between both sets of data. When the correlation is 1 or -1, the relationship between
the sets of data is perfectly linear positive or negative relationship exists. On the other hand, if
the correlation is zero (0), no relationship between the data (Vignaswaran, 2005).
The following section presents the results of Pearson‘s Product Moment Correlation on the
relationship between independent variables and dependent variable. The table below indicates
that the correlation coefficients for the relationships between performance and its independent
variables are linear and positive ranging from substantial to strong correlation coefficients.
Correlation analysis is shows the strength of the association between the variables involved.
Interco- relation coefficients (r) were calculated by using the pearson‘s correlation. According to
(Field, 2006) the output of correlation matrix can be the correlation coefficient that lies between -
1 and +1. With this frame work, correlation coefficient of +1 indicates a perfect positive
relationship, and a correlation coefficient of -1 indicates a perfect negative relationship, where as
a coefficient of ―0‖ indicates no linear relationship.
According to ―Guilford rule of 37 thump‖, as sited by (Masri, 2009) the interpretation of strength
of correlation coefficient (r) is; from 0.00 – 0.30 has very low relationship, from 0.30 – 0.50 has
low relationship, from 0.50 – 0.70 has high relationship and from 0.70 – 1.00 has very high
relationship.
53
Table 4.7 the relationship between independent & dependent variables
AE TE TMS ELE TWE SIK
AE Pearson Correlation
1
Sig. (2-tailed)
N 251
TE Pearson Correlation .569
**
1
Sig. (2-tailed) .000
N 251 251
TMS Pearson Correlation .435
** .450
**
1
Sig. (2-tailed) .000 .000
N 251 251 251
ELE Pearson Correlation .152
* .230
** .252
**
1
Sig. (2-tailed) .016 .000 .000
N 251 251 251 251
TWE Pearson Correlation .455
** .435
** .456
** .133
*
1
Sig. (2-tailed) .000 .000 .000 .036
N 251 251 251 251 251
SIK Pearson Correlation .738
** .666
** .541
** .207
** .615
**
1 Sig. (2-tailed)
.000 .000 .000 .001 .000
N 251 251 251 251 251 251
**. Correlation is significant at the 0.01 level (2-tailed).
Source: SPSS output results, 2017
The above findings in table 4.7 would strengthened / supported by correlation matrix, which
created by using the Pearson correlation coefficient (r). It demonstrates how each independent
variables dimension such as employee attitude, training, top management support, education
level of employee and employee teamwork correlated with successful implementation of kaizen..
The result would demonstrate as follow.
Pearson Coefficient of Correlation is the most commonly used measure of finding correlation
between two or more variables. A correlation exists between two variables when one of them
related to the other in some way (Triola, 2008). Correlation focuses primarily of association,
while regression designed to make predictions
54
The above correlation matrix table 4.7 illustrates that there is a positive significant relationship
between employee attitude and successful implementation of kaizen (r=0.738 p <0.01). This
correlation coefficient value that shows employee attitude and successful implementation of
kaizen correlated in strong relationship. As it indicated on the above table 4.7, there is positive
and significant relationship between training and successful implementation of kaizen(r=0.666,
p<0.01). The result of correlation analysis shows that it has significant and positive relationship
top management support with successful implementation of kaizen (r=0.541, p< 0.01). The
correlation analysis results indicate that there is a significant and positive correlation between
employee teamwork and successful implementation of kaizen (r=0.615 p<0.01). The correlation
coefficient value result also shows that there is a positive and no significant/very low/
relationship between education level of employees and successful implementation of kaizen
(r=0.207 p <0.01) the previous study is also supported that variable is significantly related to
dependent variables (Mihret and Yismaw, 2007). In addition the correlation analysis shows that
that employee attitude and successful implementation of kaizen has significant relationship
(r=.738, p<0.01) and relationship between variables is strong among other variables. The result
also shows that each independent variable has positive relationship each other.
4.6 Multicoliniarity
Table: 4.8 Multicolinearity
No
Variables
Collinearity Statistics
Tolerance VIF
1
Attitude of employees .605 1.652
2 Training of employees .598 1.672
3 Top management support .674 1.484
4 Education level of employees .919 1.089
5 Teamwork of employees .691 .1448
Source: SPSS output, 2017
Multicolinearity exists when there is a strong correlation between two or more predictors in a
regression model. Multicolinearity poses a problem only for multiple regressions because it
involves more than two predictors. Perfect Collinearity exists when at least one predictor is a
55
Perfect linear combination of the others. According to different statistical books, one way of
identifying multicolinearity is to scan the correlation matrix of all of the predictor variables and
see if any correlate very highly (correlation of above 0.80 or 0.90).
Another method is to produce a Collinearity diagnostics with the use of SPSS, and one of which
is the variance inflating factor (VIF). The VIF indicates whether a predictor has strong linear
relationship with the other predictor(s). Although there are no hard and fast rules about what
value of the VIF should be a cause for concern, (Field, 2000) suggests that value of 10 is good
value at which to worry. (Field, 2000), and suggest that if the average VIF is greater than 1, then
multicolinearity may be biasing the regression model. Related to the VIF is the tolerance
statistics, which is a reciprocal of VIF (1/VIF). Such values below 0.2 are worthy of concern.
Considering the regression model for this study correlation matrix of all of the predictor
variables less than or equal to 0.80 or 0.90 and the tolerance statistics values are all below 1
which means AE=1/1.652= 0.61, T=1/1.672= 0.60 TMS=1/1.484=0.67,ELE=1/1.084=0.91 and
TWE=1/1.663=0.69 (see the above table) as such no multicolinearity is observed in this model.
4.7 Autocorrelations
Table 4.9 Autocorrelation
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .841a .707 .701 .29448 1.814
Source: Field Survey, 2017
a. Predictors: (Constant), AE,TE,TMS,ELE AND TWE
b. Dependent Variable: SIK
Autocorrelation is adjacent residuals of any two observations not being independent of each
other or correlated. For any two observations the residual terms should be uncorrelated (or
independent). This eventually is sometimes described as a lack of autocorrelation. This
assumption can be tested with the Durbin-Watson test, which tests for social correlation between
errors. Specifically, it tests whether adjacent residuals are uncorrelated. The test statistics for this
can vary between 0 and 4 with a value of 2 meaning that the residuals are uncorrelated (Field,
2009). In our model the value of the test is closer to 2 (1.814). So it can be safely assumed that
there is no problem of autocorrelation (see above tables 4.9).
56
4.8 Multiple regression analysis In this study, multiple regression analysis was carried out to get the predictive value of the
constructs considered. Since the model is developed in such a way that each construct is being
affected by other constructs, it is necessary to carry out a separate regression analysis against
each variable which are considered to be affected by other variables. This was basically made to
determine the linear combination of the constructs. Regression analysis model used to predict
values of the dependent variables (DV) from one or more independent variables (Field, 2005).
The researcher was used linear regressions which seek to predict an outcome from several
predictors. The purpose of regression analysis is used to analyze the relationship between metric
or dichotomous independent variables and a metric dependent variable. If there is a relationship,
using the information in the independent variables will improve our accuracy in predicting
values for the dependent variable (Field, 2005). In this section the researcher tried to answer
questions such as relationships between dependent and independent variables, identify the very
significant factors that influencing successful implementation of kaizen the case of Bahir Dar
City administration selected public enterprises.
The measurement of rule of thumb that used to determine relationship is multiple R for the
relationship between the dependent and independent variables that a correlation: ≤ 0.20 is
characterized as very week; > 0.20 and ≤ 0.40 is characterized as week; > 0.40 and ≤ 0.60 is
characterized as moderate; > 0.60 and ≤ 0.80 is characterized as strong; and greater than 0.80 is
very strong (Kothari, 2004). In addition to the analysis of R- square the researcher also considers
the model fit (―ANOVA‖) table which is the separation of variance attributable to one cause
from the variance attributable to others.
The lower the ANOVA table variance or significance number, the better the fit. Generally, if
―sig‖ is greater than 0.05, the researcher conclude that the model could not fit the data (Gupta,
1999).
57
Table 4.10 ANOVA
ANOVAa
Model
Sum of
Squares Df
Mean
Square F Sig.
1 Regressio
n 36.465 5 7.293 118.292 .000
b
Residual 15.105 245 .062
Total 51.570 250
Source: SPSS output results, 2017
a. Predictors: (Constant), AE,TE,TMS,ELE and TWE
b Dependent Variable: Successful implementation of kaizen
According to (Gupta, 1999), in order to fit the model and the data the ‗sig‘ result should be less
than 0.05. Therefore, the researcher result that the overall significance of the model in the above
ANOVA table 4.10 is fit at ‗sig‘ of 0.000. So that the researcher concludes that our model could
fit the data.
Table 4.11 Model summary
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .841a .707 .701 .24830 1.814
Source: SPSS output results, 2015
a. Predictors: (Constant), AE.TE. TMS,,ELE and TWE
b. Dependent Variable: SIK
The result of the regression model shown in table 4.11 indicates the value of multiple R
(correlation) value of 0.841 (84.1%) indicates a high positive relationship between dependent
and independent variables. R-square value for the model showed that 70.7% of the successful
implementation of kaizen was predicted by the independent variables in the model. The
remaining 29.3% of the dependent variable is explained by other variables which are not
depicted in the model (Gupta, 1999). Therefore, the relationship between the dependent and
58
independent variables has high correlation (Kothari, 2004). Adjusted R-square value for the
model showed that 70.1% of goodness of fit, the model is moderate.
Table 4.12 Coefficients
Dependent Variable: Successful implementation of kaizen
Finding from the coefficient regression results in table 4.12 indicates the beta value of the
constant is 0.570 whereas the beta value of predicted parameters in relation to the independent
factors were positive and significant; β1= 0.345 (p-value = 0.000 which is less than P< 0.05)
which implies that attitude of employees has positive and significance effect on successful
implementation of kaizen. Furthermore, this is statistically significant at 99% confidence level.
This implies that at a 1% level of significance it was discovered attitude of employees plays a
significant role in determining the factors of successful implementation of kaizen in Bahir Dar
city administration public enterprise.
According to the finding of regression, the above table 4.12 also shows that β2 =0.185 (p-value =
0.000 which is less than P< 0.05) which indicates the effect of training of employees have a
positive and significance effect on successful implementation of kaizen. Also this is statistically
significant at 99% confidence level. This implies that at a 1% level of significance it was
discovered training of employees plays a significant role in determining the factors of successful
implementation of kaizen in Bahir Dar city administration public enterprise.
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Collinearity Statistics
B
Std.
Error Beta Tolerance VIF
Constant) .570 .154 3.703 .000
AE .345 .037 .420 9.441 .000 .605 1.652
TE .185 .032 .258 5.772 .000 .598 1.672
TMS .086 .030 .122 2.892 .004 .674 1.484
ELE .019 .036 .019 .535 .593 .919 1.089
TWE .208 .034 .253 6.092 .000 .691 1.448
** P < .01 Source: SPSS output results, 2017
59
The above finding of coefficient regression results, the table 4.12 also shows that β3 =0.086 (p-
value = 0.004 which is less than P< 0.05) which indicates that the effect of top management
support have a positive and significance effect on successful implementation of kaizen. Also this
is statistically significant at 95% confidence level. This implies that at a 5% level of significance
it was discovered top management support plays a significant role in determining the factors of
successful implementation of kaizen in Bahir Dar city administration public enterprise.
According to the finding of regression, the above table 4.12 also shows that β4 =0.019 (p-value =
0.535 which is less than P> 0.05) which indicates that the effect of education level of employees
have a positive and insignificance effect on successful implementation of kaizen. Also this is
statistically insignificant because p value greater than 5% confidence level. This implies that
discovered education level of employees‘ factors plays insignificant role or low predictor of
successful implementation of kaizen in Bahir Dar city administration public enterprise.
Finding from the coefficient regression results in table 4.12 show that the predicted parameters
in relation to the independent factors were positive and significant; β5= 0.208 (p-value = 0.000
which is less than P< 0.05) which implies that teamwork of employees has positive and
significance effect on successful implementation of kaizen. Furthermore, this is statistically
significant at 99% confidence level. This implies that at a 1% level of significance it was
discovered teamwork of employees plays a significant role in determining the factors of
successful implementation of kaizen in Bahir Dar city administration public enterprise.
The result on the above table 4.12 shows, the standardized beta coefficients of independent
variables with (attitude of employees, training of employees, top management support and
teamwork of employees) have positive and significance influence on successful implementation
of kaizen. It also shows that these factors not equally contributed to successful implementation of
kaizen. For instance, attitude of employees influence most dominantly the successful
implementation of kaizen (.420), if the attitude of employees increased by 42% successful
implementation of kaizen increased by this percent. The second factors that mostly influence
successful implementation of kaizen are training of employees having a coefficient of .258, if the
training of employees increased by 25.8% successful implementation of kaizen also increased by
this much. The third factor that influence successful implementation of kaizen by teamwork of
employees having a coefficient of .253,.If the teamwork of employees increased by 25.3%
60
successful implementation of kaizen also increased by the same amount. The fourth factor that
determines successful implementation of kaizen by top management support, which accounted
.122 as the top management support increase by 12.2% successful implementation of kaizen
increased by 12.2%.
Thus, the model for predicting perceived successful implementation of kaizen becomes:
SIK = 0.570 + 0.345(AE) + 0.185(TE) +0.086(TMS) + 0.208(TWE)
Here, since education level of employees‘ factor is not statistically significant in influencing the
successful implementation of kaizen, it is not included in the regression equation. The linear
model developed above shows that (Attitude of employees, training of employees, top
management support, teamwork of employees) factors do have positive and significant
relationship with successful implementation of kaizen in Bahir Dar city administration public
enterprise. It shows the relationship between the dependent variable and predictor variables in
terms of a one unit positive change (increment) in one predictor variable will bring about a
change (increment) in one unit of the dependent variables (successful implementation of
kaizen).
4.9 Hypothesis Testing Based on the unstandardized coefficient of beta and p-value, the hypotheses of the study were
tested and the results has presented as below.
Hypothesis One
H1: Employee attitude has significant influence on successful implementation of kaizen of
public enterprise at Bahir Dar city administration.
Finding from the coefficient regression results in table 4.12 show that each of the predicted
parameters in relation to the independent factors were positive and significant; β1= 0.345 (p-
value = 0.000 which is less than P< 0.05) which implies that we accept the hypothesis stating
that attitude of employees has positive and significance influence on successful implementation
of kaizen . Furthermore, this is statistically significant at 99% confidence level. This implies that
at a 1% level of significance it was discovered attitude of employees plays a greatest influence of
kaizen implementation.in Bahir Dar city administration public enterprise.. This study is
61
supported by finding of Mary. (2012) indicated employee attitude, skill and impact of
participation greatest influence of kaizen implementation.in Bahir Dar city administration public
enterprise.
Hypothesis Two
H2: Training of employees has significant influence on successful implementation of kaizen
in public enterprise at Bahir Dar city administration.
The study showed that in the table 4.2 show that the predicted parameters in relation to the
independent factors were positive and significant; β2= 0.185 (p-value = 0.000 which is less than
P< 0.05) which implies that we accept the hypothesis stating that training of employees has
positive and significance influence on successful implementation of kaizen . Furthermore, this is
statistically significant at 99% confidence level. This implies that at a 1% level of significance it
was discovered training of employees plays a greatest influence of kaizen implementation.in
Bahir Dar city administration public enterprise. This study is supported by finding of Samuel
.(2012) indicates training support strongly influenced implementation of kaizen quality
standard.
Hypothesis Three
H3: Top management support has significant effect on successful implementation of kaizen
in public enterprise at Bahir Dar city administration.
The result of multiple liner regression analysis displayed in table 4.12 revealed that top
management support had significant and positive β3= 0.086 (p-value = 0.004 which is less
than P< 0.005) which implies that we accepted the alternative hypothesis starting there is a
positive relationship between top management support and successful implementation of
kaizen of public enterprise . Furthermore, this is statistically significant at 99% confidence
level. This implies that at a 5% level of significance it was discovered top management support
plays a influence of kaizen implementation.in Bahir Dar city administration public enterprise.
This study is supported by finding of Amanuel (2014) management commitment is
manifested by empowering individual to make job related decisions, provide them the
necessary resources, train them, motivated them and communicated update information about
62
kaizen implementation. This study debates by the findings Mary.(2012) top management support
had no significant effect on implementation of kaizen.
Hypothesis Four
H4:. Education level of employees has insignificant influence on successful implementation
of kaizen of public enterprise at Bahir Dar city administration.
The study showed that in the table 4.12 above education level of employees had insignificant
and positive β4= 0.019 (p-value = 0.593 which is less than P> 0.005) which implies that we
rejected the alternative hypothesis starting that there is a positive relationship between
education level of employees and successful implementation of kaizen of public enterprise .
The previous study has supported that education level of employees has positively related to
dependent variables Twoli (2007) conducted on educated person should be want successfully
implementation of kaizen.
Hypothesis Five
H5: Teamwork of employees has significant effect on successful implementation of kaizen
of public enterprise at Bahir Dar city administration
The study showed that in the table 4.12 above teamwork of employees had significant and
positive β5= 0.208 (p-value = 0.000 which is less than P< 0.005) which implies that we
accepted the alternative hypothesis starting that there is a positive relationship between
teamwork of employees and successful implementation of kaizen of public enterprise .
Furthermore, this is statistically significant at 99% confidence level. This implies that at a 1%
level of significance it was discovered teamwork of employees plays a greatest influence of
kaizen implementation.in Bahir Dar city administration public enterprise.. This study is
supported by finding of Samuel. (2012) indicates teamwork of employees support strongly
influenced implementation of kaizen quality standard
63
.Table 4.13 Summary of hypothesis
H. No Hypothesis Beta
value
P- value Result
1 Attitude of employees has significant influence on
successful implementation of kaizen public enterprise at
Bahir Dar city administration.
0.345 .000
Accepted
2 Training of employees has significant influence on
successful implementation of kaizen on public enterprise
at Bahir Dar city administration.
0.185 .000
Accepted
3 Top management support has significant influence on
successful implementation of kaizen effect public
enterprise at Bahir Dar city administration.
0.086 .004
Accepted
4 Education level of employees has significant influence
on successful implementation of kaizen on public
enterprise at Bahir Dar city administration.
0.019 .593
Rejected
5 Teamwork of employees has significant influence on
successful implementation of kaizen on public enterprise
at Bahir Dar city administration.
0.208 .000
Accepted
Source own survey 2017
64
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
This chapter presents a summary of findings, conclusions, and recommendations of the study.
The purpose of this study was to examine the factors influencing successful implementation of
kaizen in the case of Bahir Dar city selected public administration through quantitative research
approach. The data collected through use of questioner. The research was conducted by using
descriptive and inferential statistics.
5.1 Summary
The purpose of this study was to examine the factors influencing successful implementation of
kaizen using statistical analysis; both descriptive and inferential statistics. The research
instruments were survey questionnaires developed with simple random method of applicable
constructs. A total of 251 questioners distributed to all permanent employees excluded the site
workers of the Bahir Dar city administration selected public enterprises. From the distributed
questioners 251(100%) were collected and all are used in the data analysis. By using reliability
43 items (questioners) were tested and which have a good loading value and reliability scale was
treated for analysis. Since each construct was influenced by other constructs, regression analysis
was conducted by the models, using successful implementation of kaizen as dependent variables,
this was basically done to get the best linear combinations of the constructs as well as to get
predictive value of individual predictors for testing the hypotheses proposed. The study applied
quantitative approach to describe and evaluate the factors influencing successful implementation
of kaizen. In the chapter four, the primary data were analyzed and interpreted in relation with the
statement of the problem and objectives of the study. Then in this chapter the major factors that
influence the successful implementation of kaizen are presented.
65
5.2 Conclusions
The objective of this study was to find out the relationship of factors influence and its
dimensions with successful implementation of kaizen in Bahir Dar city Administration public
enterprise. Based on the research findings researcher concluded the following:-
Based on the finding the researcher concludes that attitude of employees had strong positive and
significance relationship to successful implementation of kaizen. The greatest challenges to
implementation of kaizen were employee attitude and misconception about kaizen or need for
change as well as understanding the need for kaizen Thus attitude of employees had also 73.8%
positive relationship with successful implementation of kaizen. In addition to this attitude of
employees influence most dominantly the successful implementation of kaizen, there is the
attitude of employees increased by 42% successful implementation of kaizen increased by this
percent. .Which implies that positive attitude of employees available the better the successful
implementation of kaizen.
The researcher concludes that training of employees had strong positive and significance
relationship to successful implementation of kaizen. Thus training of employees had also 66.6%
positive relationship with successful implementation of kaizen. In addition to this training of
employees influence most the successful implementation of kaizen, there is the training of
employees increased by 25.8% successful implementation of kaizen increased by this percent.
.Which implies that the more the training of employees available the better the successful
implementation of kaizen.
Based on the findings the researcher concludes that top management support had positive and
significance relationship to successful implementation of kaizen. Thus top management support
had also 54.1% positive relationship with successful implementation of kaizen. In addition to this
top management support influence the successful implementation of kaizen, there is the top
management support increased by 12.2% successful implementation of kaizen increased by this
percent. Which implies that he more the top management commitments available the better the
successful implementation of kaizen.
66
The researcher concludes that education level of employees had positive and insignificance
relationship to successful implementation of kaizen. Thus education level of employees had also
20.7% positive relationship with successful implementation of kaizen. In addition to this
education level of employees‘ low influence the successful implementation of kaizen, there is the
education level of employees increased by 1.9% successful implementation of kaizen increased
by this percent. .Which implies that education level of employees in the enterprise has very low
impact on successful implementation of kaizen.
The researcher concludes that teamwork of employees had strong positive and significance
relationship to successful implementation of kaizen. No single worker can implement the Kaizen
alone he need the synergy from the whole team. Thus teamwork of employees had also 61.5%
positive relationship with successful implementation of kaizen. In addition to this teamwork of
employees influence most the successful implementation of kaizen, there is the teamwork of
employees increased by 25.3% successful implementation of kaizen increased by this percent.
.Which implies that the more the teamwork of employees available the better the successful
implementation of kaizen.
Generally researchers conclude that, all independent variables except education level of
employees had positive and significance relationship to successful implementation of kaizen.
Attitude of employees has strong significant relation to successful implementation of kaizen
followed by training of employees, teamwork of employees and top management support. The
study also concludes that attitude of employees; training of employees, top management support
and teamwork of employees relationships constitute the most relatively successful
implementation of kaizen in the Bahir Dar city Administration public enterprises. Even though
attitude of employees, training of employees, teamwork of employees these independent
variables had high influence and strong relationship with successful implementation of kaizen
whereas, top management support had moderate influence and relationship with successful
implementation of kaizen.
67
5.3 Recommendations On the base of the findings/conclusion derived; the following recommendation was made by the
researcher. In order to improve the successful implementation of kaizen, Bahir Dar city
administration selected public enterprise should consider the following points:
As it was explained that attitude of employees play significant role on successful
implementation of kaizen; Bahir Dar city public enterprise should emphasis on its
factors. The management of the enterprise strongly create awareness need for change
as well as understanding the need for kaizen each employees participate in kaizen
activities and consciousness to the employees about benefit of successful
implementation of kaizen such as create conducive work environment, simplifies
work burden, motivate to perform better and increased interest in work.
A training budget on kaizen need to be put as a major priority successful
implementation of kaizen is going to continue at enterprise. This is because from the
study training was of great help to employees in helping them to implement kaizen. ,
the enterprise to become a standard or sustainable successful implementation of
kaizen should give scheduled enough training all employees before implementation
of kaizen activities and prepares need assessment training to address performance gap
of employees practically effectively implementation of kaizen training should also be
done by kaizen experts to the workers
Strengthening of team work among the workers and management team needed urgent
attention because team work is the most important variable in the implementation of
kaizen. Conflict resolution mechanism need to be established within enterprise so as
to address any disagreement between workers so as to keep a strong team work and
the farm will benefit from the synergy of the team work. .
The management of the enterprise support to workers need to evaluated and
addressed. the top management support in need to committed to successful
implementation of kaizen by support subordinate members, providing leadership in
kaizen activities ,performance evaluation and motivated employees , to facilitate
create synergy, deducted budget for kaizen activities ,formulating polices on quality
services improvements , schedule supervision and take corrective actions based on
the kaizen report
68
The enterprise knows all levels educated or uneducated employees can be successful
implementation of kaizen. However, it is better to some literate workers required the
kaizen posters written in amharic. This means there is a need of research further on
language barriers in kaizen implementation. There for, it is better to translate English
versions to Amharic for those employees who couldn‘t read and write English
language.
5.4 Future Research Implications
The results will have important implications and is believed to be helpful for all enterprise in
particular Bahir Dar city administration and in Ethiopia in general. While this study has revealed
some interesting results, one should be careful of its limitations related essentially to its sample
size and scope of the study.
Although the researcher believes that this study is deep and explained 70.7%, it is still believed
that it can be further extended by including additional factors and more respondents from
different departments (other than stated in this research) to make it more realistic and more
reliable. Finally, due to different factors I couldn‘t touch other dimensions and private sectors of
successful implementation of kaizen. Thus, further research needs to contain more desirable
dimensions, in order to gain better insight.
69
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Appendix
Bahir Dar University
College of Business and Economics Faculty
Department of Management
Dear Participant
The main objective of this questionnaire is to designed to collect data on “factors influencing
successful implementation of kaizen‖. There are no wrong or right answers and the results are
confidential and strictly only for academic use. Your honest participation in this survey will be
highly appreciated.
N.B
Please don‘t write your name
Please (Put “” in the box of your choice )
To completing the questionnaire will not take more than 15 minutes
If you have any doubt please contact me by using the following address:
Adem Osman: +251911573111
My email Address: [email protected]
Thank you in advance for your help .
75
Questions to be answered by official staffs of the enterprises, (Put “” in the box of your
choice.)
Section I: Background information
1. Gender : Male Female
2. level of education
Diploma & Below □
Bachelor Degree □
Master‘s Degree and above □
3. Age (years old)
18-25 □ 26-31 □
32-40 □ 40 and above □
4. Years of service or experience
Below 3 years □ 3-6 years □ 7-10 years □ Above 10 □
5. Do you have received kaizen training in relation to your current position?
Yes □ No □
6. What kind of kaizen training have you taken?
A) Five ‗‘ s‘‘ □ B) Waste /muda/ □ C) Zero defects □
D) Labeling of kaizen tools □ E) All □
7. How long have you been taking kaizen training?
Less than 5 days □ 5 -15 days □
16 – 25 days □ more than 26 days □
76
Section II: Question regarding to the assessment of employee attitude, training, management
support, education level and team works in the selected public enterprise.
Please, indicate your level of agreement/disagreement by using () mark on the appropriate box
Attitude of employees regarding of kaizen implementation
No The following questions measures employee attitude Response
Strongly Disagree
(1)
Dis agree
(2)
Neutral (3)
Agree (4)
Strongly Agree
(5)
8 Kaizen activities have increased my interest in work
9 I would like to be part of kaizen activities in the
future
10 I like being part of continuous improvements
activities
11 Kaizen activities have motivated me to performance
better
12 Kaizen activities create conducive work
environment
13 Attitude toward of kaizen activities simplifies work
burden
14 Attitude toward better quality of services because
kaizen implementation
Training on kaizen implementation
No The following questions measures training of
kaizen
Response
Strongly Disagree
(1)
Dis agree
(2)
Neutral (3)
Agree (4)
Strongly Agree
(5)
15 Five ― s‖ training helps on effectively
implementation of kaizen
16 Zero defect training helps on implementation of
kaizen
17 Reduction of waste(muda) training helps on
implementation of kaizen
18 Training helps on labeling of all kaizen tools
19 Training helps implements of new techniques
20 Training helps address a performance gap in
work place
Top management Support to kaizen implementation
No The following questions measures management Response
77
support Strongly Disagree
(1)
Dis agree
(2)
Neutral (3)
Agree (4)
Strongly Agree
(5)
21 Management support to subordinate members
22 Providing leadership in kaizen activities
23 Based on performance evaluation they
motivated employee(prize)
24 Management dedicated budget for kaizen
activities
25 Formulating polices on Quality services
improvement
26 Management participation on kick-off
27 Management have scheduled supervision and
evaluation of kaizen
Education level on kaizen implementation
No The following questions measures Education
level
Response
Strongly
Disagree
(1)
Dis
agree
(2)
Neutral
(3)
Agree
(4)
Strongly
Agree
(5)
28 Education helps easy understand kaizen
trainings
29 Education helps in kaizen participates with
team members
30 Education helps in reading kaizen posters
information
31 Education helps easy implements kaizen
activities
32 Education helps to generate new ideas about
implementation of kaizen
Team work sprit in the effectiveness of kaizen implementation
No The following questions measures
Team work
Response
Strongly
Disagree
Dis
agree
Neutral
(3)
Agree
(4)
Strongly
Agree
78
(1) (2) (5)
33 Teams formed effectively implementation
of kaizen activities
34 Regular teams meeting influence
implementation of kaizen activities
35 Teams they have a team leader
36 Team work best methods to meet kaizen
objectives
37 Team members working together in their
team
38 Teams bring together workers across
different departments
39 Team work helps equal duties to team
members implementation of kaizen activities
40 Team members they have existing problem
solving ability
41 Team work helps to generate new ideas
about kaizen implementation
42 Team members they have good social
relationship.
43 Positive impact of the kaizen team formation
on your activities
79
Successful implementation of kaizen
No The following questions measures
Implementation of kaizen
Response
Strongly
Disagree
(1)
Dis
agree
(2)
Neutral
(3)
Agree
(4)
Strongly
Agree
(5)
44 Enterprise has implemented the five ―S‖
45 Enterprise has implemented the zero defect
46 Enterprise has implemented the reduction
of waste/muda/
47 Enterprise has implemented labeling of
kaizen tools
48 Repeat jobs has been eliminated
49 Enterprise has implemented the visual
management
50 Implementation of kaizen is a good strategy
for the enterprise
