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The purpose of this paper is to identify the most influential determinants of healthcare employees’ problem-solving capabilities and attitudes towards kaizen initiatives, and clarify how these determinants are related to social outcomes.

Drawing on the input-process-outcome framework, applied to kaizen initiatives, the determinants of the input and process factors are embodied in hypotheses concerning the direct effects of input and process factors on social outcomes and the indirect effects of input factors on social outcomes resulting from process factors. The hypotheses are tested through multiple regressions using data from 105 kaizen initiatives drawn from two hospitals.

Of the 14 determinants investigated, goal clarity, team autonomy, management support, goal difficulty and affective commitment to change (ACC) are the most influential determinants of kaizen capabilities and/or employees’ attitude. Goal clarity, goal difficulty, team autonomy and management support are also found to influence social outcomes directly and/or indirectly through ACC, internal processes and/or an action orientation.

The results support healthcare practitioners to understand how to establish “focused kaizen” actions to leverage specific determinants that positively influence social outcomes.

This study provides an original contribution to the literature concerning effective kaizen initiatives in healthcare operations by empirically testing a comprehensive model of the relationship between kaizen initiative determinants and social outcomes. Unlike previous studies, which are mostly anecdotal or focused on one or few determinants, this research adopts a holistic view, and investigates a pluralist set of determinants on social outcomes through a systematic and quantitative approach.

Despite the increased adoption and reported benefits of kaizen event (KE) programs, there is a lack of empirical research documenting their design, implementation and outcomes, as well as what designs may be more vs less effective. This paper aims to present an empirical study describing the characteristics, including outcomes achieved, program attributes, and implementation problems, of 16 established KE programs. Although this study is primarily exploratory and descriptive, the goal is to identify areas for future research, including attributes that appear to support or detract from program success, and the outcomes and implementation problems experienced.

Using semi‐structured interviews, qualitative data were collected to characterize established KE programs in 16 manufacturing, service, and government organizations. The data were examined using content analysis to identify the most frequent codes for each characteristic, which were then compared to KE program characteristics synthesized from a systematic review of published KE sources. Based on this, a set of propositions were identified to guide future research on KE programs.

The majority of the 16 organizations reported successful programs, although there was noted variation in organization success. The organizations also neglected to measure many aspects of program success which they considered to be highly important, in particular, human resource outcomes. In addition, the organizations appeared to struggle with sustainability and believe that sustainability problems could threaten long‐term KE program viability. Other potentially influential factors include the types of processes targeted, event types, catalysts for events, and KE resources. The findings were used to develop propositions for future research in these and other specific areas.

The study provides a better understanding of the characteristics of established KE programs, as well as common areas in need of improvement even in these programs, and can be used by practitioners in establishing or improving their KE programs.

By documenting established KE programs across organizations and comparing actual practices to published sources, this study contributes to the development of KE theory and also provides direction for future empirical research.

Since Masaaki Imai coined the term Kaizen in the mid-1980s, it has been seen as a key element for the competitiveness of Japanese companies, and it is currently a widely discussed philosophy and is applied in a wide range of organizations throughout the world. The purpose of this paper is to serve as guidance for researchers who are developing their studies in the field of the Kaizen philosophy, in order to improve their knowledge on the most relevant articles, the most productive authors or the key scientific journals that make up this subject.

In order to fulfill the proposed objective, a descriptive bibliometric study was carried out with the analysis of citations from 138 articles included in the multidisciplinary database Scopus (Elsevier) until 2016. For the search of documents, a tracking strategy was chosen that allowed for the development of the ad hoc database required to analyze each of the basic variables of the bibliometric indicators.

The results obtained show a growing interest of the scientific community in its study in the last decade, as shown by the significant increase in citations received by articles, despite the reduction in the number of papers published in the last two years.

The main limitations are derived from the choice of a specific database, as well as the specific search equation.

The study presents an in-depth analysis of the current state of research regarding the Kaizen philosophy through its bibliometric study, providing useful information for academics and professionals by providing a series of significant indicators to measure the bibliographic material.

The purpose of this paper is to present findings from a study of factors that affect continuous improvement (CI) project success in hospitals.

Quantitative regression analysis was performed on Likert scale survey responses. Qualitative thematic analysis was performed on open-ended survey responses and written reports on CI projects.

The paper identifies managerial and employee factors that affect project success. These factors include managerial support, communication, and affective commitment. Affective commitment is the extent to which employees perceive the change as being needed or necessary.

The results highlight how managerial decisions, approaches to communication – including communication before, during and after CI projects affect project success. The results also show that success depends on the way employees perceive proposed changes. This suggests the need for a more individualized approach to CI, lean, and broader change initiatives.

This research is the first to fuse project success and sustainability theory to CI projects, beyond Kaizen events, in healthcare environments. The research is particularly important at a time when healthcare organizations are required to make rapid changes with limited resources as they work toward outcome-based assessment and reimbursement rules.

Many groups in organisations are unsuccessful in problem solving. However, the principle of continuous improvement necessitates that organisations refine their employees’ problem-solving skills. In this mixed-method, field-based lab experiment, we explored the impact of a treatment to enhance the quality of group problem-solving processes.

We focused on the structured problem-solving process in Kaizen Events by differentiating six consecutive phases. About 16 Kaizen Event groups (101 members) participated in a field-based lab experiment that used a lean simulation game to establish a group problem-solving context. Data were collected via video, surveys and group interviews. We examined if a high-quality process is strengthened through group members’ elevated awareness of problem-solving preferences. About 11 groups received a treatment of tailor-made individual feedback to increase awareness of their problem-solving preferences. Additionally, we repeated the experiment in five control groups, where member preferences were not shared.

In the treatment groups, where problem-solving preferences had been shared, we observed a clear improvement in Kaizen Event process quality and higher problem-solving self-efficacy levels. Moreover, their self-reported Kaizen Event behaviour had changed. Within the control groups, the participants also reported that their problem-solving self-efficacy had improved, but this did not have a positive impact on the quality of the objectively measured Kaizen Event process.

By combining insights from operations management and organisational behaviour, we demonstrate that the structured Kaizen Event problem-solving process improves when group members’ individual problem-solving preferences are shared. We thus add an individual-level variable to the extant models of Kaizen Event success factors. Our results provide fresh insights into how to improve the continuous improvement process within organisations. Kaizen Event stakeholders and their facilitators are offered guidance on how to increase one’s awareness of own and others’ problem-solving preferences in group-based problem-solving events.

The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short‐term improvement projects (Kaizen events) are systematically used to introduce rapid change in targeted work areas, often relying on lean work system principles.

To develop the framework and the assessment approach, a comprehensive literature review and a field study of Kaizen event programs in three organizations were conducted. To illustrate the potential usefulness of the framework and the assessment approach, this paper presents a case study of how the framework was applied to design and improve a Kaizen event program in the Belgian Armed Forces.

Use of the framework as a design and assessment tool appeared to make the Kaizen event program more effective in the case study organization. Specific areas of improvement identified included: clearly defining event goals, scheduling extended follow‐up activities, defining measures to track results, assigning roles for Kaizen event evaluation activities, and sharing lessons learned in areas of the organization outside the work processes targeted by Kaizen events.

With the increased use of lean work system practices in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continual improvement (or kaizen). However, organizations lack systematic, research‐based guidance on how to best design and implement Kaizen event improvement programs and how to best assess results. The proposed framework attempts to address these gaps.

The puropse of this paper is to explore the extent to which principles of lean product development are applied to product design and engineering at automotive companies in South Africa (SA). Survey, interview and observational data form the basis for an adaptation of Toyota’s lean product development system (LPDS) (Morgan and Liker, 2006) to the South African automotive product engineering context.

All seven automotive manufacturers then operating in SA (including Toyota) were investigated, together with sample of those suppliers carrying out product engineering and/or design locally. A questionnaire based on the LPDS, and follow-up interviews were used to ascertain the extent to which lean principles informed product engineering, and identify areas where there was scope for improvement.

The survey established that while SA automotive companies have a strong manufacturing focus there is very limited local product design and development (PD&D), as this tends to be carried out centrally for multinationals. However, global product designs require modifications to suit local conditions and many decisions about manufacturability are taken locally. This broad area of design-related activity will be termed product engineering. The study found considerable scope for increasing the extent to which aspects of product engineering were influenced by lean thinking. An adapted version of the LPDS is proposed to aid lean thinking in product engineering in this context.

This study provides information on the application of lean thinking in product engineering, an area that has attracted far less attention than manufacturing and PD&D. Furthermore it addresses a significant sector of an important emerging economy, and contributes a practitioner perspective to what is predominantly a theoretical literature.

The purpose of this paper is to present empirical findings of the effect of continuous improvement (CI) on shop-floor employees’ job performance in the Lean production system-implemented textile and apparel firms.

A random sample of 657 shop-floor employees engaged full-time in Lean production systems-implemented textile and apparel firms in Sri Lanka responded to the survey. Statistical methods were used for data analysis.

It was revealed that CI significantly and positively influences shop-floor employees’ job performance, and the duration of Lean production in operations (termed as Lean duration) moderates this relationship.

Investigations on the ways in which CI initiatives influence employees is important in creating an environment to sustain the improvement efforts over a longer period. Such lessons would be valuable for academics and practitioners alike worldwide.

The purpose of this paper is twofold: first, a case study on the application of lean production principles in a manufacturing facility is presented to demonstrate the impact of frequent and systematic use of a Kaizen event on quality and delivery performance. Second, the detailed description and analysis of the Kaizen event and its impact are provided, including a comprehensive analysis of the role of Kaizen events on employee participation and motivation.

The study utilizes a Kaizen event’s case study data with the help of various waste detection and elimination tools and techniques. Changes in overall productivity along with potential long-term improvements in the delivery process are also analyzed and documented.

Pre- and post-quality measures are provided to demonstrate the results of the event on the production quality and on the performance of the overall manufacturing processes. Qualitative findings regarding performance measurements and the impact on the employees are reported.

The Kaizen team applied analytical techniques to one manufacturing site in North America of a company that has a manufacturing presence in 20 different countries.

Kaizen studies involving packaging operations are quite limited. This study fills this gap by detailing the Kaizen event implementation in a packaging delivery and dispensing systems manufacturer for the cosmetic industry. The implementation of this Kaizen event is detailed along with the data and techniques utilized for process improvement. The study also reports findings regarding the impact of the Kaizen event on employee participation.