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Jennifer A. Farris , Eileen M. Van Aken , Toni L. Doolen & June Worley
a
Texas Tech
Virginia Tech
To cite this article: Jennifer A. Farris, Eileen M. Van Aken, Toni L. Doolen & June Worley (2008) Learning From Less Successful
Kaizen Events: A Case Study, Engineering Management Journal, 20:3, 10-20, DOI: 10.1080/10429247.2008.11431772
To link to this article: http://dx.doi.org/10.1080/10429247.2008.11431772
Refereed management tool manuscript. Accepted by Associate Editor Landaeta. A previous version of this work was presented at the
ASEM 2006 Conference.
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Vol. 20 No. 3
September 2008
0ROCESS &ACTORS
/UTCOMES
+AIZEN %VENT $ESIGN !NTECEDENTS
s 'OAL #LARITY
s 'OAL $IFFICULTY
s 4EAM !UTONOMY
s 4EAM &UNCTIONAL (ETEROGENEITY
s 4EAM +AIZEN %XPERIENCE
s 4EAM ,EADER %XPERIENCE
+AIZEN %VENT 0ROCESS &ACTORS
s !CTION /RIENTATION
s !FFECTIVE #OMMITMENT TO #HANGE
s )NTERNAL 0ROCESSES
s 4OOL !PPROPRIATENESS
s 4OOL 1UALITY
/RGANIZATIONAL AND 7ORK
!REA !NTECEDENTS
3OCIAL 3YSTEM /UTCOMES
s !TTITUDE
s +AIZEN #APABILITIES
4ECHNICAL 3YSTEMS
/UTCOMES
s 'OAL !CHIEVEMENT
s )MPACT ON !REA
s /VERALL 0ERCEIVED 3UCCESS
s %VENT 0LANNING 0ROCESS
s -ANAGEMENT 3UPPORT
s 7ORK !REA 2OUTINENESS
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Goal Difficulty
Team Autonomy
Amount of control over event activities given to the Kaizen event team
Number of previous Kaizen events the team leader has led or co-led
Management Support
General complexity of the target system, based on the stability of the product mix and degree of
routineness of product flow
Action Orientation
Team perceptions of the extent to which their team focused on implementation versus analysis
Affective Commitment to
Change
Tool Appropriateness
Facilitator rating of the appropriateness of the problem-solving tools used by the team during the event
Tool Quality
Internal Processes
Team member ratings of the internal harmony and coordination of their team.
Goal Achievement
Perceived Success
(Overall Success)
Impact on Area
Team member perceptions of the impact of the event on the target area
Kaizen Capabilities
Perceived incremental gains in employee task- and problem-solving knowledge, skills, and abilities resulting from a
specific Kaizen event
Attitude
Team perceptions of the degree to which members gained affect for events
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September 2008
Measures
Kickoff Survey
Team Activities
Log
Person(s)
Completing
Timing
Method
Team
members
Group
administration
One team
member
Self-administered
Report Out
Survey
Attitude
Impact on Area
Kaizen Capabilities
Team Autonomy
Management Support
Action Orientation
Internal Processes
Overall Success (Perceived Success)
Team
members
Group
administration
Event Information
Sheet
Facilitator
Self-administered
or administered
via phone
interview
Goal Clarity
Goal Difficulty
Affective Commitment to Change
Measures
Person(s) Completing
Timing
Method
Post-Event
Information Sheet
T2 = 12 months after
event
Self-administered
or administered
via phone
interview
Follow-Up Investment
Kaizen Event History
Overall Success (Perceived Success)
Percentage of Improvement Sustained
Impact on Area
Work Area Learning
Work Area Stewardship
Work Area Commitment to Kaizen Events
Work Area Attitude
Work Area Kaizen Capabilities
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13
Result Achieved
Standardize the
raw material
inspection
process
throughout
supply chain
1.
2.
Communicate
incoming quality
requirements to
vendors
2.
3.
Reduce raw
material
inventory levels
3.
4.
Decrease product
throughput time
4.
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