Midiala Oropesa-Vento

Kaizen Control Phase Models: Activities and Benefits

Through the past chapters, we have discussed Kaizen implementation in its three phases—planning, execution, and control—and its impact on different Kaizen benefits (economic, competitive, and for human resources). Likewise, while Chap. 11 has assessed the impact of the Kaizen planning phase (and activities) on these benefits, Chap. 12 focused on the relationship between Kaizen execution phase (and activities) and the same Kaizen advantages. Therefore, in this last chapter, we still propose three structural equation models. However, they assess the impact of the Kaizen control phase on Kaizen benefits obtained by Mexican manufacturing companies. As in Chaps. 11 and 12, the first two models include latent variables associated with Kaizen control activities, whilst the third model integrates these latent variables into a single one.

Descriptive Analysis of Items: Kaizen Execution Phase

This phase comprises 24 activities. As in the previous stage, they are analyzed to know their corresponding measurements of central tendency and dispersion (the median and the interquartile range, respectively).

Kaizen and Lean Manufacturing

The purpose of this chapter is to provide the reader a series of important concepts that facilitate the comprehension of this book. We start with the concept and origins of lean manufacturing (LM), as well as its main tools used in the production lines. Then, we address Kaizen as of the foundations of the LM philosophy.

Descriptive Analysis of Kaizen Benefits

Previous chapters have addressed the activities or critical success factors that must be carried out for successful Kaizen implementation. As a consequence of such activities, companies obtain numerous benefits in terms of profits, competitiveness, and for their human resources. All these advantages are described in this chapter.

Kaizen Planning Phase Models: Activities and Benefits

In this chapter, we propose three structural equation models to define the relationships between Kaizen activities at the planning phase and its benefits. To achieve this, several hypotheses are proposed and statistically validated in order to relate latent variables discussed in the previous chapters.

Kaizen Execution Phase Models: Activities and Benefits

In this chapter, we present three structural equation models to study the impact of the Kaizen execution phase on the company benefits.

Descriptive Analysis of Items: Kaizen Control Phase

In this chapter, we discuss 12 activities for successful Kaizen control. Table 8.1 lists such activities based on data gathered from survey participants. Table 8.1 Descriptive analysis of items—Kaizen control phase Benefit Percentiles IQR 25th 50th 75th The company has security programs 3.340 4.275 4.950 1.611 Processes are standardized and measured 3.393 4.267 4.916 1.523 Managers are committed until the end 3.278 4.171 4.843 1.565 Forms and/or control records are used to assess activities performance 3.236 4.157 4.848 1.612 Pending issues are documented and monitored 3.222 4.125 4.823 1.601 Interdepartmental communication 3.219 4.101 4.835 1.523 Progress toward the objectives is continuously measured 3.213 4.097 4.807 1.594 The company has an organizational structure to detect failures 3.092 4.035 4.777 1.685 The company applies appropriate control and monitoring techniques 3.031 3.909 4.699 1.668 Managers inform operators of their work performance 3.018 3.878 4.672 1.654 Enhancers take Kaizen philosophy to the level sought 2.796 3.780 4.618 1.822 Value chains are mapped 2.568 3.680 4.576 2.008 Employees are interviewed to identify their needs 2.550 3.640 4.560 2.010

Validation of Variables

Before constructing the structural equation model, latent variables and their items (Kaizen activities and benefits) must undergo a validation process. As discussed in Chapter 3, Kaizen implementation has been divided into three phases, each one of them containing specific and critical activities. These activities—also named items or variables—are in turn included into categories known as latent variables. Such integration method has been employed according to previous research that we have carried out (Garcia et al. 2014a; Garcia et al. 2013a).

Descriptive Analysis of Items: Kaizen Planning Stage

As previously mentioned in Chap. 4, Kaizen implementation is divided into three stages: planning, execution, and control. This chapter addresses the descriptive analysis of the 14 survey items reported at the planning stage. Measures of central tendency and deviation are also presented to discuss the frequency at which Kaizen planning activities are carried out in the manufacturing companies of Ciudad Juarez.