Action Research ፡ Improving the Implementation of Kaizen Philosophy

CHAPTER ONE

1. INTRODUCTION
1.1. Background of the Study

Kaizen is originated from Japan two words Kai and Zen‟ and has a meaning change‟ and better‟

respectively. Therefore, kaizen directly translated to mean change for better‟ (Palmer, 2001). Kaizen is

introduced as one of the change tools and directed some organizations to apply it at the beginning.

Kaizen can be applied to any area in need of improvement. Kaizen by now is a widely discussed and

applied manufacturing philosophy, in a variety of industries (EKI, 2014).

In Japanese, Kaizen means “continuous improvement” The word implies improvement that involves

everyone both managers and workers and entails relatively little expense (Masaaki Imai, 2000). The

introduction of kaizen traces back to post WWII. The Toyota production stem is known for kaizen,

where all line personnel are expected to stop their moving production line in case of any abnormality

and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate

a kaizen. This show kaizen has brought great success in the Japanese economic current economic

condition and originates in the manufacturing sectors.

The government of Ethiopia has implemented different techniques, strategies, initiatives and packages

for the improvement of productivities to increase the competitiveness of the sector as national

movement. The main objective of these movements is to improve productivity and quality as well as

minimizing wastage and cost by adopting kaizen philosophy.

Katsuki, 2008 describes that kaizen is more than just a means of improvement because it represent the

daily struggles occurring in the workplace and the manner in which these struggles are overcome.

Kaizen can be applied to any area in need of improvement. Although the philosophy of kaizen is mostly

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applicable manufacturing areas, currently most service sectors are engaged in deploying kaizen as their

leading quality management tool. Applicability areas kaizen are not limited to manufacturing rather it

can be applied in different sectors of economy that require continuous improvement in their activities.

Kaizen is a problem solving process. Different countries in the world which have applied Kaizen

Management techniques have various types of practice and encountered multi-dimensional challenges.

Japan employed Lean Management and all the concepts which the term carries (such as Just-In-

Time, Kaizen, [Sort, Set in order, Shine, Standardize, and Sustain-5S], and others) (Karn P.2009).

Germany also practices the suggestion system of Kaizen (Hultgren, 2008). In Canada, there is an

application of Continuous Improvement (CI) of Kaizen philosophy which consists of

“improvement initiatives that increase successes and reduce failures” (Bhuiyan and Baghel,

2005). In the same light, Becker and Snow (1997) found out that the United States of America has used

the Deming Management Method or the Total Quality Management (TQM) of the Kaizen Techniques.

In Ethiopia, there are the practices of both Western and Japanese Management techniques, like

Business Process Re engineering (BPR), benchmarking, Balanced Score Card (BSC) and Kaizen

(Berihun, 2009).

The introduction and development of kaizen begins with training, education, motivation of personnel

and other necessary changes in the workforce management system, in regard to this, employee’s

commitment is a key point for the success of a kaizen implementation. Kaizen has been implemented

across different industries and manufacturing sectors successfully in Ethiopia, as a result significant

achievements have been attained through the implementation of the Kaizen concept (Ethiopian Kaizen

Institute, 2012). Kaizen is a continuous improvement involving employees in all level of the

organization; it is one of the strategies for excellence in production and considered necessary in today’s

competitive environment. Kaizen institute to carry out broad based activities of ongoing quality and

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productivity improvement expansion of competitive industries and also to show how management and

workers can change their mindset together to improve their productivity. Kaizen is based on making

little changes on a regular basis: always improving productivity, safety and effectiveness while

reducing waste.

Thus, simplicity and cost effectiveness are the major reasons why kaizen is well appreciated globally.

There are large numbers of related and often overlapping components that belong to the kaizen toolkit

such as 5S, 7 wastage/muda/ reduction principle, safety rules, Total Quality Control (TQC), Just-In-

Time (JIT). Among these, 5s (Sort, Set in order, Shine, Standardize, and Sustain) is generally

considered to be the most basic step for improving quality and productivity.

Different researchers are reported the benefit of kaizen implementation along both social and technical

dimensions of organization (Bessant, 2003). Further, they described due to their origin in Japanese

organizations, applicability of kaizen to other countries with different cultures and different

management styles still remains as a failed (Recht, 1998).

Hence, the implementation of kaizen philosophy is not well quantified. It is vital to know the practices

of kaizen philosophy in the organization/company/ an industry. It is accepted that technical intervention

regarding the implementation of kaizen philosophy is needed for improving its practices. Hence, this

study explores to improve the implementation of kaizen philosophy in the study area and to provide

relevant recommendation on the basis of the significant findings.

1.2 Statement of the problem

Kaizen is a Japanese philosophy that encourages the continuous improvement of one's personal life and

the ongoing quest for improvement at work. For an organization, a Kaizen strategy is one that works to

constantly improve the performance of employees and managers, the interaction between staff and

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management, and the pursuit of better. Therefore, certain conditions need to be part of the corporate

culture for a Kaizen strategy to take effect in the organization. George N. Root III. (October 12, 2011).

There are particular conditions that must be fulfilled by the organization/company/.industry which is

going to implement the philosophy such as: Job Satisfaction, Company Involvement, Skilled Managers,

Dedication, Open Mindedness, Questioning, Teamwork, Focused and Structured improvement projects,

dedicated cross- functional team to improve a targeted work area with specific goals in an accelerated

timeframe.

With every employee looking for ways to make improvements, by using Kaizen an organization can

expect results such as: reducing waste in areas such as inventory, waiting times, transportation, worker

motion, employee skills, over production, excess quality and in processes. And also improving space

utilization, product quality, use of capital, communications, and production capacity and employee

retention all are the outcome of kaizen.

On the other hand, there are also certain challenges in the implementation of kaizen philosophy; the

College provides training for citizens including kaizen courses in all level. (From level I to V). But, the

implementation of kaizen philosophy couldn’t progress rather than providing training. With particular

reference to kaizen officer while conducting the preliminary assessment in the college; the

implementation of kaizen philosophy is low, this initiated the researcher to investigate the study. As far

as the researcher knowledge is concerned, there is no research work conducted concerning the

implementation of kaizen philosophy with particular reference to the study area. Hence, the study is

intended to fill the gap through investigating the implementation of kaizen philosophy in Tarcha

Polytechnic College, Dawuro Zone.

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

1.3 Research Questions

The following are the basic research questions that the study addressed.

1. How is kaizen philosophy has been implemented?

2. What factors affected the implementation of kaizen philosophy?

3. What is the perception/attitude of employees in kaizen implementation?

4. What measures are taken to improve the implementation of kaizen philosophy?

1.4 Objectives of the Study

The study has the following general and specific objectives.

1.4.1 General Objective of the study

The general objective of the study is to improve the implementation of kaizen philosophy in Tarcha
Polytechnic College.

1.4.2 Specific Objective of the study

1. To assess the implementation of kaizen philosophy.

2. To explore challenges affecting kaizen philosophy implementation.

3. To assess employees perception/attitude towards kaizen implementation.

4. To examine measures taken to improve implementation of kaizen.

1.5 Significance of the Study

This study has tried to point at some solutions to improve the implementation of kaizen philosophy in
Tarcha Polytechnic College and the empirical evidence will help to fill an information gap among
managers, kaizen officer and employees. Furthermore, it tried to give a lesson for other
colleges/Industries who want to customize and implement Kaizen philosophy, so that the study helps
them to improve their working environment by sustaining the implementation of Kaizen, and shift the
unnecessary costs and time to other activities which improve their overall performance. Moreover, this

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study may serve as taken as reference for those who will undertake a study on the area of kaizen
implementation and its consequences.

1.6 Delimitation of the Study

This study was focus on Tarcha Polytechnic College. In this research, Kaizen implementation process,
challenges and employee’s attitude towards kaizen philosophy were assessed to improve its
implementation.

1.7 Limitation of the study

Some of the problems that the researcher encountered were lack of research works in the area. Besides,
few respondents were also reluctant to full fill out and return the questionnaires within the expected time were
among the limitation.

1.8. Operational definitions of Terms

Kaizen- means improvement, continuous improvement involving everyone in the organization from
top management, to managers then to supervisors, and to workers.

5S- is a systematized approach to standardize work environment of an organization so as to create a

workplace that is more organized, more efficient, safer, cleaner, and more pleasant to work in, and to
maintain it on an on-going basis. It consists of Sort, Set in Order, Shine, Standardize and Sustain.

QC tools- are the most frequently used analytical tools for QC activities and Kaizen activities.

Muda- in Japanese means “waste”. It is any non-value adding activity.

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

CHAPTER TWO

2. REVIEW OF RELATED LITERATURE

2.1. Historical Overview and Definitions of Kaizen

Kaizen is a Japanese philosophy for improvement that can be traced to the meaning of the Japanese
words ‘Kai’ and ‘Zen’, which translate roughly into: ‘Kai’ - change, alter ‘zen’ - better, right. The
above two words combine to mean “change for better” or “Continuous improvement.” Kaizen means
improvement, continuous improvement involving everyone in the organization from top management,
to managers then to supervisors, and to workers. It is a philosophy of never being satisfied with what
was accomplished last week, last year or last time.
Kaizen was created in Japan following World War II. The origin of Kaizen can be traced back to the
Quality Guru Dr. W. Edwards Deming, but it was Masaki Imai who popularized the concept of Kaizen
to become a revolution around the world. Mr. Masaaki Imai is one of the Japanese people who
contributed to spreading of the term Kaizen throughout the world. Mr. Imai today serves as the
president of a consulting company Cambridge Research Institute. In his book entitled “Kaizen: The
Key to Japan’s Competitive Success’ published In 1986, defined Kaizen as “a Japanese business
philosophy that assumes our way of life – be it our working life, our social life, or our home life –
should focus on continual improvement efforts”.
Mr. Imai also stated “Kaizen is not just a management technique but a philosophy which instructs how
a human should conduct his or her life. Kaizen focuses on how people conduct their work. It shows
how management and workers can change their mindset together to improve their productivity”. Not a
day should go by without some kind of improvement being made. We have to ask always: how can we
do the job better tomorrow, than we are doing it today? Engineers at Japanese plants are often warned,
“There will be no progress if you keep on doing things exactly the same way all the time.” For the U.S.,
Kaizen’s clear message is “do it better, make it better and improve it even if it isn’t broke, because if
we don’t, we can’t compete with those who do.”
As cited in Yirgalem Ayele (2011E.C), the Ethiopian Kaizen Institute developed its own working
definition as follows: "Kaizen is a philosophy of continual, participatory and self-disciplined innovation
management having its own integrated systems and problem solving tools, implemented with the
highest level of commitments at all levels of owners, leaders and employees through enhancing their
absorptive capability step by step aiming at creating new and advanced corporate culture to catch-up

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and attain world class competitiveness". Kaizen, as a philosophy, is defined as the spirit of
improvement based on the spirit of cooperation and commitment; equally relevant in personal, home,
social and working life (Brunet, 2000). The specific application of Kaizen to the workplace means
continuing (and relatively inexpensive) improvement.
Kaizen means improvement, continuous improvement involving everyone in the organization from top
management, to managers then to supervisors, and to workers. In Japan, the concept of Kaizen is so
deeply engrained in the minds of both managers and workers that they often do not even realize they
are thinking Kaizen as a customer-driven strategy for improvement involving everyone: top
management, managers and workers alike (Imai, 1986). Kaizen is a system that involves everyone –
upper management to the cleaning team. Everyone is encouraged to come up with small improvement
suggestions on a regular basis. Kaizen is based on making changes anywhere improvements can be
made. Kaizen is an approach that Starts with people, Focuses its attention on people‘s efforts, Processes
are continually improved, Improved processes will improve results and Improved results will satisfy the
customers. Kaizen activities have developed and spread among other Japanese manufacturers as they
gained fame in the international market for high quality products and later to the rest of the world in
four phases (Forum, 2009).

Phase I - 1950s (end of world war II): This phase was the absorption of foreign technique by Japan to
make improvements and catch-up with the international industrial development. Because, at that time
products made by Japan were known as low quality and low price in the world market. Japan learned
and adapted quality management from Dr. W. E. Deming (a US statistician and consultant) and Dr. J.
M. Juran. Then various organizations are established such as the Union of Japanese Scientists and
Engineers (JUSE) in 1946 and the Japan Productivity Center (JPC) in 1955, to support the national
movement for quality and productivity improvement and to disseminate the American Scientific
Quality Control techniques. Many companies developed their own systems of kaizen, including the
globally known Toyota Production System (TPS) developed by the Toyota Motor Corporation. These
efforts laid a solid foundation for establishing the so-called Japanese production management system.
November is decided as quality month and Deming Prize was awarded by JUSE on this month to raise
the QC level in Japan. Thus, kaizen was originally a foreign technique which was adopted and adjusted
to become a Japanese technique.

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Phase 2 - 1970s -180s: This phase was the diffusion of Kaizen among Japanese companies, including
small and medium sized companies. This led to a rapid increase in the number of Quality Control
Circles (QCC).
Phase 3 - mid 1980s: through Japanese firms abroad and various public organizations Kaizen spread in
the world. In 1985 Japanese manufacturing companies shifted their production bases to East Asia where
they introduced kaizen philosophy and practices.
Phase 4 – In this phase Kaizen diffused to developing regions in Latin America & Eastern Europe
including Africa (mainly in Sub-Saharan Africa). East Asia together with the Japanese government’s
TICAD IV initiative for promoting trade and investment in Africa an opportunity was provided for
Japan to more actively publicize and introduce kaizen in developing regions. Kaizen also spread
through Imai’s first book- ‘Kaizen: The Key to Japan’s Competitive Success’ published on 1986. Most
Japanese enterprises are now endowed with world-leading capability.
JICA (Japan International Cooperation Agency) has also offered assistance for Kaizen to many
developing countries. JICA’s assistance with Kaizen started in Asian countries like Singapore in 1983
then in Malaysia, Philippines, Thailand, Indonesia and Vietnam. And in Latin America countries like
Costa Rica, Chile, Argentina, Paraguay, Brazil and Mexico. In Eastern European Countries like Poland,
Hungary, Baltic countries (Estonia, Latvia, and Lithuania), Armenia, Bosnia Herzegovina, and Serbia.
JICA Kaizen assistance in Africa started in Egypt, Tunisia, and then in Ethiopia, Kenya, Zambia,
Ghana, Tanzania.

2.2 The Dissemination of Kaizen in Ethiopia

Kaizen was driven to Ethiopia by the strong commitment of the Late Prime Minister H.E. Meles
Zenawi. After listening to the Kaizen experience of Egypt and Tunisia at the African Taskforce meeting
of the Initiative for Policy Dialogue (IPD) held in Addis Ababa on July 2008, the Prime Minister
requested the government of Japan for Kaizen project in Ethiopia. In response to the requesta work
agreement was signed between JICA and the Government of Ethiopia in June 2009. A pilot project was
then started in October 2009 to be completed on May 2011. Basic Kaizen activities were implemented
in selected 30 large and medium enterprises located at Addis Ababa.
A Japanese Experts team and Ethiopian Kaizen Unit members are assigned for the implementation of
the project. Pairing with the Japanese Experts team, the Ethiopian team who were from Ministry of
Industry (MoI) has acquired Kaizen-related technical knowledge and skills through on-the-job training

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and other training opportunities available in the project activities. As a result, Kaizen has come to be
known among policy makers and business managers in Ethiopia and encouraging improvements of
quality, productivity, delivery time, cost etc are achieved. Manual and audiovisual materials were
prepared for Kaizen dissemination activities in the country.

Following the achievements of the pilot project, the Ethiopian government has decided to establish a
core organization i.e. the Ethiopian Kaizen Institute (EKI) under MoI in 2011 to disseminate Kaizen
across the nation. At the request of the government of Ethiopia to government of Japan to extend the
support and technical cooperation for institutionalization of the EKI in such areas as organizational
development, human resource development, and nationwide dissemination of Kaizen, a second project
on “Capacity Building for Dissemination of Quality and Productivity Improvement (Kaizen)” was
launched on November 2011 to be carried out for three years until October 2014.
The Ethiopian Kaizen institute is established with various objectives and functions of formulating
policies, plans, strategies and programs for Kaizen dissemination; providing trainings; developing
authorized and standardized training materials and manuals; conducting consulting services; and
establishing mechanisms for nationwide outreach. EKI has designed Ethiopian Kaizen model consisting
of five stages: Testing, Institutionalization, Implementation, Sustain and Ownership (TIISO). At each
of these stages awareness rising, experiencing best practices and customization are done.
2.3 The Three Pillars of Kaizen
Kaizen is crucial for any sector because factories and organizations of any sector are like living
organisms. The healthiest organisms move and change in a flexible manner in accordance with their
environment. In the business world, customer needs are always changing, new technologies are
continually being developed and generation after generation of new products appears on the market.
Sales competition is becoming tougher each year as companies strive to manufacture more
sophisticated products at lower cost. The same is true with the service providing industries.

In the presence of these challenges, therefore factories or organizations must find new ways to ensure
their survival by adapting to the changing business environment. They must move beyond old
organizational concepts and customs that no longer apply and must adopt new methods that are
appropriate to the new times.

In general Kaizen is indispensable to Make optimal use of peoples’ skills, Reduce overall cost,
Maintain high quality (or improve quality), Reduce or eliminate wastes (MUDA), Improve

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productivity, Improve Safety, Shorten lead time & improve delivery time and Improve space
utilization etc

Masaaki Imai proposed Kaizen as “the unifying thread running through the philosophy, the systems,
and problem solving tools developed in Japan over the last 30 years”. The three pillars of Kaizen are:
Kaizen as a philosophy, Kaizen as Systems and Kaizen as Tools.

2.3.1 Kaizen as a Philosophy

Kaizen is a philosophy of continuous undertaking by an organization to improve its activities and
processes with the goal to always improve Kaizen elements: Productivity, Quality, Cost, Delivery time,
Moral, Safety, Environment and Gender equality (PQCDMSEG) so that the organization can meet full
customer satisfaction. Kaizen starts with the recognition that any corporation has problems and it solves
these problems by:
 Establishing corporate culture
 Following a customer-driven strategy to increase customer satisfaction.
 Management’s role should be to make a constant effort to provide better products at lower
prices. Management should devote at least 50 percent of its attention to Kaizen.
 Emphasizing on process or process-oriented way of thinking.
 Supporting and acknowledging people’s process-oriented efforts for improvement rather than
evaluating people’s performance on the basis of results.
2.3.2 Major Kaizen Systems

Underlying the Kaizen strategy is the recognition that management must seek to satisfy the customer
and serve customer needs if it is to stay in business and make a profit. This Kaizen strategy has systems
that can be applied to realize planned goals and targets.
2.3.2.1 Total Quality Control/Total Quality Management

One of the principles of Japanese management has been total quality control (TQC), which, in its early
development, emphasized control of the quality process. This has evolved into a system encompassing
all aspects of management and is now referred to as total quality management (TQM), a term used
internationally.

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TQM is a journey, a movement centered on the improvement of managerial performance at all levels. It
deals with: Quality Assurance, Employee Involvement, Cost reduction, Safety, Continuous
Improvement, and Productivity improvement. Moreover, TQM journey deals with management
concerns such as organizational development, cross-functional management, and quality deployment.
In other words, management has been using TQM as a concept and a tool for improving overall
performance.
TQM integrates fundamental management techniques, existing improvement efforts, and technical tools
under a disciplined approach focused on continuous process improvement. The activities are ultimately
focused on increased customer-user satisfaction. The TQM philosophy provides a comprehensive way
to improve quality by examining the way work gets done from a systematic, integrated, consistent,
organization-wide perspective. On TQM journey the focus is to:
• Emphasize continuous improvement of processes (kaizen), not compliance to standards,
• Involve all functional units, not just the Quality Control/Assurance function,
• Motivate and involve employees to become the driving force behind improvement,
• Satisfy the internal and external customers, and
• Understand the effects of variation on processes and their implications for process improvement.

2.3.2.2 Total Productive Maintenance

An increasing number of manufacturing companies now practice total productive maintenance (TPM)
within as well as outside of Japan. Whereas TQM emphasizes improving overall management
performance and quality, TPM focuses on improving equipment quality. TPM seeks to maximize
equipment efficiency through a total system of preventive maintenance spanning the lifetime of the
equipment.
Total productive maintenance (TPM) is an innovative Japanese concept which can be traced back to
1951. TPM aims at maximizing equipment effectiveness throughout the entire life of the equipment.
TPM can be considered as the medical science of machines. TPM involves everyone in all departments
and at all levels; it motivates people for plant maintenance through small-group and voluntary
activities, and involves such basic elements as developing a maintenance system, education in basic 5S,
problem-solving skills, and activities to achieve zero breakdowns. Top management must design a
system that recognizes and rewards everyone’s ability and responsibility for TPM. TPM training is

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conducted with the emphasis on such basics as how the machines work and how to maintain them in
the workshop.

2.3.3 Kaizen Tools

As presented by Masaaki Imai, Kaizen is an umbrella concept that embraces different continuous
improvement activities on an organization as shown in the figure below. There are a large number of
related and often overlapping implementation methods and technical tools that belong to the kaizen
Toolkit. Basing on kaizen philosophy and through following kaizen systems, Kaizen tools bring
continuous improvement.

Figure1.1 Some Basic Kaizen Techniques.

5S- is a systematized approach to standardize work environment of an organization so as to create a

workplace that is more organized, more efficient, safer, cleaner, and more pleasant to work in, and to
maintain it on an on-going basis. It consists of Sort, Set in Order, Shine, Standardize and Sustain.

Imai (1986) advised that 5S implementation means applying the following activities in the workshop:
Sorting, Set in order, Shine, Standardization and sustain.

Sorting: - it is a process that involves selecting what you need to complete the job and removing
everything else from your work area. It focuses on removing all unnecessary items from the workplace.
Thus, applying it workplaces will increase and increase financial income by sold the unwanted
material.

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Set in order:-Straightening specifically customizes your workstation and surrounding area to meet
your work area needs. Arrange remaining items so they are easy to select, use, and return to their proper
location. Hence it helps to use time and material effectively and efficiently in proper ways. It focuses
on efficient storage and location methods. In simplest terms “a place for everything and everything in
its place”.

Shine: - Its Emphasis is on the removal of dust, dirt, and grime. It focuses on cleaning up the place now
that all the disorder and trash has been removed. Obviously one benefit of this step is to make the
workplace cleaner and brighter where everyone will enjoy working.

Standardize: - Standardizing creates a work area free of checklists; if appropriate standards are put in
place it will be easier to maintain and continue improving. By implementing this we make sure that the
first three steps are maintained.

Sustain: - Sustaining is the end result of how well we have performed the previous four S's. In the
Sustainment stage, think of ways to eliminate effort in maintaining an area. It is by far the most difficult
where you need to make it habit to properly maintain the new processes.

Benefits of applying 5s in any organization, to the employees advised by Imai (1997) are:

Creates cleanliness, sanitary, pleasant, and safe working environments; it refresh work place “Gemba”
and greatly improves employee morale and motivation; it eliminates various kinds of waste by
minimizing the need to search for tools, making the operators' jobs easier, reducing physically
exhausting work, and freeing up space; it creates a sense of belonging and love for the place of work
for the employees. It needs everyone to maintain 5S guidelines. To maintain DISCIPLINE, we need to
practice and repeat until it becomes a way of life. Discipline means making a steady habit of properly
maintaining correct procedure. Time and effort involved in establishing proper arrangement and
orderliness will be in hopeless if we do not have discipline to maintain it. If we do not do 5S, we can’t
do any other work efficiently. They are features which are common to all places and are the indicators
of how well an organization is functioning.

Thus, kaizen involves setting standards and then continually improving those standards. To support the
higher standards kaizen also involves providing the training, materials and supervision that is needed

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for employees to achieve the higher standards and maintain their ability to meet those standards on an
on-going basis.

QC tools- are the most frequently used analytical tools for QC activities and Kaizen activities. They
are: (1) graphs; (2) check sheets; (3) histogram; (4) control charts; (5) Pareto charts; (6) fish-bone
charts (cause-and-effect diagrams); and (7) scatter diagram.
Leveled production- means leveling of type and/or volume of items produced at anytime. It is
avoiding variance in product types and/or volume.

Just-in-time- is a method of production in which a production line produces just what is needed, only
when needed, and in exact quantity needed.
Continuous flow processing- is a method of production in which products move from one work
station to the next piece by piece in succession and in Correct sequence of processing to complete a
process
Pull System- is when products in the previous process are taken by the workers in the next process
when needed and in the amount needed. In the previous process operation, only the amount taken is
produced. Kanban is used as the communication tool to request parts, semi-products or materials from
the upstream process (previous process) in exact quantity & specifications needed.

JIDOKA- is a systematic approach to prevent defects or abnormalities from passing to the next
process. Operation stops automatically by a programmed machine at the time of detection of an
abnormality or stopped by the worker who detected the abnormality

POKAYOKE (Foolproof)- means error prevention. It is a method which avoids mistakes and defects
from being produced. e.g, only one type of bolt used within a specific work-station to prevent wrong
part usage.

Standard operation- is an efficient production method/procedure that can be followed by anyone

assigned for a task. It helps to clarify the rules for the production method and find out what is wasteful,
uneven, and overburdening.

2.4 Kaizen and Management

As cited in Yirgalem Ayele (2011), Kaizen as management strategy has its characteristics. These are
kaizen has continuity, follows participatory approach, accumulation of small improvement, applied
using small investment and widely applicable.

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Kaizen management has two functions: Maintenance and Improvement. Maintenance activities are
directed towards maintaining existing technological, managerial, and operating standards while
improvement refers to improving existing standards (Imai, 1986).

2.4.1 Role of Top Management

Top management is responsible for establishing Kaizen as the overriding corporate strategy and
communicating this commitment to all levels through policy deployment of the organization and
allocating the resources necessary for Kaizen to work and build systems procedures, and structure
conducive to Kaizen.
2.4.2 Role of Middle Management
Responsible for implementing the Kaizen policies established by top management; establishing,
maintaining and improving work standards; ensuring employees receive the training necessary to
understand and implement Kaizen and employees learn how to use problem solving and
improvement.
2.4.3 Role of Supervisors
Responsible for applying the Kaizen approach in their functional roles; engage in Kaizen through the
suggestion system and small group activities, practice discipline in the workshop, engage in
continues self development to become better problem solvers, improving communication at the
work place; maintaining morale and providing coaching for teamwork activities.
2.4.4 Role of Employees
Responsible for participating in Kaizen through teamwork activities, making Kaizen suggestions,
engaging in continuous self-improvement activities, continually enhancing job skills through
education and training and continually broadening job skills through cross-functional training
2.5 The Concept of Levels of Kaizen
Imai (1986) described three levels and or pillars of KAIZEN: as
1. Management-Oriented Kaizen
2. Group- Oriented Kaizen and
3. Individual -Oriented Kaizen
2.5.1 Management Oriented Kaizen
Management oriented Kaizen concentrates on the most important logistic and strategic issues and
provides the momentum to keep up progress and moral. Since Kaizen is everybody’s job, Japanese

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managers generally believes that a manager should spent at least 50 percent of his time on
improvement.

2.5.2 Group Oriented Kaizen

Kaizen in group work, as a permanent approach is represented by Quality Control (QC) circles and
other small group activities to solve problems. The approach also calls for the full Plan-Do- Check–Act
(PDCA) cycle and demands team members not only identifying problems areas but also
identify the causes , analyze them, implement and test new countermeasures , and establish
new standards and procedures. The group oriented Kaizen enhances group moral and allows everybody
to master the art of solving immediate problem from their own workshop
2.5.3 Individual Oriented Kaizen
Individual oriented kaizen is manifested in the form of suggestions. The suggestion system is a vehicle
for caring out individual oriented Kaizen. It is often regarded as a morale booster and it does not always
ask for immediate payback on each suggestion. Management attention and responsiveness are crucial if
workers are to become “thinking workers” looking for improved ways to do their job continually.

Improvement

Act Aa Plan

Check Do

Figure 2.1 The plan- do- check- act (PDCA) cycle.

Plan refers to establishing a target for improvement (since kaizen is a way of life, there always should
be a target for improvement in any area) and devising action plans to achieve that target. Do refer to
implementing the plan. Check refers to determining whether the implementation remains on track and
has brought about the planned improvement. Act refers to performing and standardizing the new
procedures to prevent recurrence of the original problem or to set goals for the new improvements. The
PDCA cycle revolves continuously; no sooner is an improvement made than the resulting status quo

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becomes the target for further improvement. PDCA means never being satisfied with the status quo.
Because employees prefer the status quo and frequently do not have initiative to improve conditions,
management must initiate PDCA by establishing continuously challenging goals.

2.6 Principles of Kaizen

Kaizen principles are a comprehensive way of approaching the continual improvement of
manufacturing processes. Each principle has a significant impact upon improvement of quality and
productivity. Kaizen uses 5 main principles:
• Processes must evolve by gradual improvement rather than radical changes
In practice, Kaizen can be implemented by improving every aspect of a process in a step by step
approach, while gradually developing employee skills through training education and increased
involvement resulting in quality improvement. With quality improvement, employees meet together to
discuss the current operations of the company. They decide what things can be changed that will
improve the quality of the company and of the products.
• Human resources are the most important company asset
Kaizen must be practiced in tandem with "Respect for People" not resulting in outcomes such as
layoffs. Kaizen has become successful with many manufacturing companies because the employees are
involved. They feel that their opinion is important and this boosts the employee morale.
Keeping the employees happy will cause them to be more productive and satisfied with their jobs.
• Teamwork
One of the biggest principles of the kaizen approach is the ability to work in teams. Each
department is considered a team and they will be responsible for making small changes that impact the
organization. All employees from top manager to front line workers should share common
values, business objectives, and information. And, should fulfill their respective role properly,
enhancing their capabilities through exercising autonomy and creativity. The teams will then report to
their manager. The manager takes this information to management and the entire process of
kaizen is evaluated.
• Discipline
In order for kaizen to be effective, discipline is necessary. Management as well as workers needs to
believe in the Kaizen idea and strive toward obtaining the small goals in order to reach

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overall success. A strong commitment to discipline and to the kaizen method will prove success
for a company.
• Continuous Improvement
Improvement must be based on statistical or quantitative evaluation of process performance. The small
improvements will lead to bigger improvements throughout the entire company. This is why kaizen is
called a "continuous process improvement" system or a "continual improvement method." Even with
the changes, there are still small things employees can do to change the way they work. There are
simple things you can do to help your employees work faster and become more efficient. All
employees should have firm belief that the work place must nurture a desire for continuous
improvement Kaizen demands product or service quality is improved and is monitored on a
continuous basis.
2.7 Concept of Gemba Kaizen
In Japanese gemba means real place, where the products or services are formed. Gemba provides the
product or services that satisfy the customer and management by setting strategy and deploying policy
to achieve that goal in gemba. Gemba improvement uses bottom up and top down approach and it
becomes the source for achieving commonsense, low cost improvements (Imai, 1997).
Dysko (2011) also defines gemba as the real place in business where things are developed or where
services are provided and abnormalities happen.
Imai (1997) also introduced the concept of the house of gemba where major activities are taking place
on a daily basis for resource management-namely maintenance (maintaining the standard and the status
quo) and Kaizen (relates to improving standards). The house of gemba shows, a bird’seye view of
activities taking place in gemba.
Imai also asserted that, daily management of resources requires standards, and the standards are the
basis for daily gemba kaizen improvement. According to him, standardization in gemba means the
translation of technological and engineering requirements specified by engineers in to workers day to
day operational standards “translating process does not require technology or sophistication”.
Kaizen application can improve quality, reduce cost and meet customer’s delivery requirements without
any significant investment or introduction of new technology.
The three major Kaizen activities such as muda (west) elimination, 5S (good housekeeping) and
standardization are crucial in building efficient organization. He also recommended these three Kaizen
activities are the three pillars of Kaizen and they are the basic activities for Kaizen implementation in

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manufacturing or service industries. They are easy to understand and implement and do not require
sophisticated knowledge or technology. Dysko (2011) also argues, one of the competitive “weapons”
for Japanese companies is the involvement of their human potential in the maintenance of implemented
changes in gemba Kaizen.

2.8 The Relationships between Kaizen Implementation and Reward & Recognition
As cited by Eden Mekonen (2017), by making kaizen as standardize ways of life in the organization
always considering the worker because they are an actor to implement it and continuing the
sustainability of the system. Thus rewarding and recognizing the employees for their accomplishing
task is essential.
Organizational culture has several essential components i.e. organizational values, leadership, and the
reward and recognition structure of the organization (Knouse, 1996). The reward system reflects the
organizational philosophy, democratic and innovative or autocratic and bureaucratic. Promotion and
rewards reinforces employee commitment to organizational values and to the organizational culture.
Reward and recognition have various functions and can be valuable tool at organizations on their road
for total quality management. It shows the individuals or the teams that they are on the right track
toward continuous improvement. Recognition as feedback can come from supervisors, other teams,
internal customers in the organization, or external customers in the marketplace, Kaizen philosophy
processes demand empowered employees, team players and cross functional activities.
Reward and recognition can motivate those individuals and groups to continue their active participation
in the organization. It will also create a positive environment for various teams to compete against each
other and these give a 'win-win' situation between the organization and employees (Yukl, 2010).
Generally R&R has a positive relation between quality production and employees satisfaction in the
organization if it do so properly. To do this activity must be aware of each employee during the
preparation of organizational R&R planning system hence they are an implementers. If it is done in an
improper way, then R&R may create mistrust between the employees and the organizational leadership
and management. This also has its own effect both to the employees and the organization vice-versa.
Inconstant to that reward and recognition stimulates additional effort in employees if done consciously.
2.9 The Role of Employees in the Process of Kaizen Implementation
Everybody in the factory has its own role and responsibility. There are two ways to approach kaizen.
Ultimately improvement is being designed and implemented by everyone, every day, everywhere in an

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organization. This transformation requires both leadership development and a disciplined problem-
solving and improvement process. Kaizen events, highly structured improvement activities that are an
effective shaping tool, are a second way to shift culture and begin reaping the significant benefits from
achieving both high levels of employee engagement and rapid results.
In both cases, employees have ample opportunities to connect with organization purpose, a specific
problem or opportunity, and each other. They use their creative potential in highly fulfilling ways. And
they are given the level of control that all human beings need and deserve. In a word: they become
deeply engaged. The people who do the work are the experts, not leaders nor consultants. Employees
engage in conditions for engagement to occur for creating a proper kaizen culture on the way to achieve
this.
2.10 Waste (Muda) Elimination
As Berk. J & Berk,S (1993) citation, Muda in Japanese means “waste”. The resources at each process,
people and machines either add value or do not add value and therefore, any non-value adding activity
is classified as Muda in Japan. Work is a series of value adding activities, from raw materials, ending to
a final product. Muda is any non value added task.
Wastes are one means of productivity loss mechanism. So, to increase the production quality and
quantity must apply wastes reduction methods in the working area. As Cantor (1997) stated that, the
main seven types of waste in the working area especially in manufacturing plants are: - overproduction,
excess inventory, waiting, transporting, defect-making, unnecessary motion, and excess processing. But
for the administrative office Muda are:-Passing on work that contains errors, Signature approvals,
bureaucratic, walking or routing documents, copies files, a lot of papers and excess documentation. As
a result try to eliminate those wastes to increase their profits like save time, money and capitals (land,
labor and human power).
Imai classified Ohno’s seven muda (waste) in gemba and categories as: Muda of overproduction,
Muda of inventory, Muda of repair/rejects, Muda of motion, Muda of processing, Muda of waiting and
Muda of transport.
2.10.1 Muda of Overproduction
Muda of overproduction is a function of the mentality of the line supervisor to be on a safe side, due to
uncertainties of machine filer, rejects and absentees. It results in raw material conception before they
are needed, wasteful input of utilities and manpower, additions of machinery, increase in interest

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burdens, additional space to store, excess inventory, added transportation and administrative costs.
Imai, perceived overproduction as a crime.
2.10.2 Muda of Inventory
Products kept in the inventory do not add any value to the organization rather they occupy warehouse
space, and demanding additional facilities such as warehouses and forklift. When market test or need
changes product quality get worse and may even become obsolete over night. Items in the inventory
gather dust (no value added), and their quality depreciate. When an inventory level is high, nobody gets
series enough to deal with problems like quality, absenteeism and machine downtime and provides little
room for Kaizen. Lower inventory level however, helps to identify areas of problems and forces to deal
with problems as they arise. He also asserted, when the inventory level goes down and reaches the one
piece flow line, it makes Kaizen a mandatory daily activity.
2.10.3 Muda of Repair or Rejects (defects)
Rejects interrupt production and require expensive rework. In today’s mass production environment a
malfunctioning, high speed automated machine can spew out a large number of defective products
before the problem is detected. Imai, further discussed, too much paperwork and many design changes
will also results in a muda of reworks.
2.10.4 Muda of Motion
Motion of persons not directly related to adding value is unproductive. Hence, workers should avoid
walking and carrying non-value added activities, for the reason that it is not only difficult but also it
represents muda. The Ethiopian Kaizen manual also refers Muda of motion as any transport or
transference of materials, parts, finished goods, from one place to another for any case.
2.10.5 Muda of Processing
At every step in which a work piece or a piece of information is worked on, value is added and sent to
the next process. Imai refers here is muda of processing is modifying such a work piece or piece of
information. He also mentioned inadequate technology or design and failure to synchronize process
leads to muda in processing.
2.10.6 Muda of Waiting
Muda of waiting occurs when the hands of the operator are ideal due to line imbalances, lack of parts or
machine down time, monitoring the machine when the machine is performing value added job. The
Ethiopian Kaizen manual refers muda of waiting occurs due to both ideal human and machine factors.
2.10.7 Muda of Transportation

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Though, transportation in the work place is an essential part of operations, moving materials or
products adds no value(P. 80) stressed elimination of this muda will improve workplace operation.
2.11 Implementation of Kaizen
As articulated by Anh. P (2011), the success of kaizen overseas transferability and implementation of
the kaizen practices in Ethiopia depend on the degree of compatibility between the Japanese company’s
kaizen culture and the host country’s national culture. Given this conceptual framework, the
introduction of kaizen as a management tool and success in the transfer of technology to improve and
enhance productivity and managerial capability in higher institution needs to be seen in the
establishment of several building blocks in addition to conceptual issues related to:
• The fit between kaizen culture and the organizational culture of the practices,
• Changes in the mindset of colleges workers so they will adhere to the kaizen work ethics,
• Workers’ training and discipline so that workers follow standard operating procedures,
• The existence of a hungry mentality so colleges workers will do work which is above and beyond
their responsibility and
• The empowerment and involvement of workers in decision-making to cooperatively identify
problems, generate solutions, implement them and then follow up to evaluate quality and
productivity.
Thus, implementation of kaizen in manufacturing companies needs to be fully committed to boosting
the morale of their workers to develop members’ capabilities, to achieve self actualization, and to work
cooperatively. These commitments are vital to the process for improving the quality of the training
output. Additionally, Asayehgn (2011) stated that in the journal of “the Transferability of the Japanese
Kaizen Management Techniques” the transferability of the ideas of kaizen management techniques
without contextual understanding of our organization is very difficult.
2.12 Kaizen Outcomes
Through there is shortage of literatures on the concept of Kaizen in general and in Kaizen outcomes in
particular, practitioners have been developing the concept of technical and social system outcomes of
Kaizen after Imai’s 1986 publication. Cudney (2009) also suggested that, lean transformation (focuses
on eliminating and preventing waste and improving flows) requires continuous change in the technical
system, the behavioral system, and management system.
2.12.1 Technical System Outcome

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According to Imai (1986) implementation of Kaizen leads to improved quality and greater productivity
in the short term. He also narrated, manager may see from the short term Kaizen performance
productivity increase by 30 percent, 50 percent, and even 100 percent and more, all without major
capital investment.
According to Kosandal and Farris (2006), the technical system outcome, targeted during Kaizen
Implementation includes: Productivity, Floor space, Lead time, Set-up time, Part travel time, Percent
on time delivery, Work- in – process (WIP), Throughput and product design.
They also suggested the magnitude of improvement on the technical system outcome ranges from 25
percent – 100 percent of improvement, which is also similar with Imai’s conclusion.
2.12.2 Social System Outcome
Kaizen is a humanistic approach, it is based on the belief that every human being can contribute to
improving his workplace, were he spends one-third of his life (Imai, 1986). He further explained the
importance of Kaizen strategy for social outcome, stating Kaizen strategy helps to overcome primitive
(…who love the status quo…) state of business communities, institutions and societies all over the
nation.
According to Kosandal and Farris cited in Farris (2006) the social system outcome aligned with Kaizen
continuous improvement such as: Employee knowledge, skill and attitude, besides these three
dimensions (knowledge, skill and attitude) describe employee characteristics that are required to
adequately perform desired tasks. According to them, Knowledge refers the body of necessary
information, Skill refers to psychomotor capability and Attitude describe desire to perform a given
activity.
Farris (2006) further summarized and listed social outcomes achieved through kaizen implementation
include:- Enthusiasm for Kaizen activity participation, Support for the kaizen activity program,
Creation of a belief that change is possible, Increased employee attitude toward work, Increased
employee empowerment, Improved employee attitude towards work, Increased cross-functional
cooperation, due to the cross functional nature of the team, Support for creating a learning organization,
Support for lean manufacturing, Development of a culture that supports long-term improvement,
Creation of a “hands on” “do-it-now” sense of urgency for change and improvement and Employee
pride in accomplishment made. Farris, also further stressed the importance of employee commitment,
training and skill development for sustainability.
2.13 Review of kaizen in Research Framework

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Kaizen philosophy is importance to improve and change working environment, to increase productivity
and performance and also it help to produce high quality of products with minimum effort and cost.
Many authors has discussed the kaizen concept and they perform case studies by cover some benefit
including increase productivity, reduce cost, eliminate waste & defect, improved quality, improve
safety and also improve customer handle.
According to Imai (1986), 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 and people culture, all driven by the customer.
Kaizen strategy counts mostly on human efforts to improve a result which requires process
improvement. Imai introduced a process-oriented approach; referred to as the plan-do-check-act
(PDCA) cycle is used for process improvement. Plan Kaizen philosophy is importance to improve and
change working environment, to increase productivity and performance and also it help to produce high
quality of products with minimum effort and cost. Many authors has discussed the kaizen concept and
they perform case studies by cover some benefit including increase productivity, reduce cost, eliminate
waste & defect, improved quality, improve safety and also improve customer handle. Plan refers to
setting a target for improvement whereby - Do is implementing the plan. Check is the control for
effective performance of the plan. On the other hand, Act refers to standardizing the new (improved)
process and setting targets for a new improvement cycle.
Hammer et al. (1993) explain that Kaizen generates process-oriented thinking since processes must be
improved before better results are obtained. Improvement can be divided into continuous improvement
and innovation. Kaizen signifies small improvements that have been made in the status quo as a
result of ongoing efforts. On the other hand innovation involves a step—improvements in the status
quo as a result of large investments in a new technology and equipment‘s or a continuous improvement
using Kaizen concept.
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.
2.14 Conceptual Framework

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Communicating the change strategy and corporate culture to customers, employees and stakeholders
followed by top management understanding and commitment is the primary activity towards kaizen
implementation. Companies/Industries need to identify their size to adopt an approach either
deployment of companywide approach or selecting a model workplace.
Employee empowerment and participation consists of contribution of employees in administration and
decision making associated to policies, objectives and strategies of the organization. Employee’s
perceptive of the goals, standards and political principles of their firms were positively and significantly
related to employee motivation and gratification towards work. Empowerment results in motivating
employees that leads to constant expansion and organizational growth.
Communication is important in institutions moving towards a kaizen philosophy because of the change
involved. Oakland (2007) clearly states that the strategy, changes and culture that are established within
an institution as a result of the kaizen philosophy, should be communicated clearly and directly from
top management to all employees and customers. As there is a close relationship between the culture
and strategy of an institution, changes in strategy require supportive changes in institutional culture and
systems. Although there is no correct culture for an institution, it is still important that bigger and more
fundamental areas of ethics and social responsibility are built into the culture of the institution. When
employees participate in such activities as housekeeping, muda/waste elimination, and review of
standards, they immediately begin to see the many benefits brought about by this kaizen and they are
first to welcome such changes. Through such a process, their behaviors as well as attitudes begin to
change.
Figure 2.2: Conceptual Framework
Reduce Waste
Top management roles
& commitment Increase
productivity
Training &
awareness
Reduce cost
Kaizen
principles Participation QC
/Factors/ Achieved benefits of
Motivation & quality outcomes
empowerment
Reduced customer
Effective
communication
Increase profit
Culture and positive
mindset Stay in business

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Source: Ethiopian Kaizen manual, 2011

The above figure is adopted from Ethiopian Kaizen manual, 2011 used to map the factors that are
contributing for continuous improvement. It shows the relation between the factors and benefits
obtained after the implementation of kaizen philosophy.

CHAPTER THREE

3. RESEARCH DESIGN AND METHODOLOGY

This chapter presents research design, sources of data and participants of the study, sample size and
sampling technique, data gathering tools, data gathering procedures, instruments of data collection and
methods of data analysis. Each of them can be explained in the subsequent sub- sections.

3.1 Description of the Study Area

The study was conducted in, Dawuro Zone Tarcha Polytechnic college: SWEPR. Dawuro is one of the
six Zones in SWEPR, which has ten districts and two Town Administration. The Zone exhibits
considerable variation in agro-ecology from high land to low land. Dawuro Zone shares common
boundaries with Wolaita Zone (in the east), Konta Special Woreda (in the west), Kambata Tambaro (in
the north), Gamo Gofa Zone (in the south) and Jimma (in the North West).
Fig 3.1 Map of Dawuro Zone

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Source: Dawuro Zone Agricultural & Natural Resource Development Department 2013E.C

3.2. Research Design

This study employed descriptive survey research design because the researcher believed that it would
help to describe the prevailing conditions concerning the implementation of kaizen philosophy in
Tarcha Polytechnic College Dawuro Zone. Moreover, the nature of the study needs wider description
and investigation of facts and views related to the study focus. Kothari, C. R (2004) explains that to
describe the characteristics of a particular Phenomena, descriptive research is preferable. It is
concerned with specific predictions, with narration of facts and characteristics concerning
individual, group or situation. According to Louis Cohen et al. (2007) descriptive research is
concerned with: conditions or relationships that exist, practices that prevail, beliefs, points of views, or
attitudes that are held, processes that are going on, effects that are being felt, or trends that are
developing.

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3.3. Target Population and Sources of Data

The target populations of this study were the present Tarcha Polytechnic college employees, who are

working at the college. According to data obtained from the college, there were about 154 employees.

Therefore, the target population of this study was 92 employees’ of Tarcha Polytechnic College.

This study employed both primary and secondary sources of data. The primary data was obtained

through questionnaire which was distributed to trainers and administrative workers and Interview

which was held with College Deans and Kaizen focal person in their office because they are available

in their office during the working hours. Researchers tend to gather this type of data when, what they

want cannot be find from outside sources (Ayalew shibeshi, 1999) . To collect primary data the

researcher was distributed both structured and likert scale questions. Besides, Secondary sources such

as, college records, previous reports and online references were also consulted.

3.4. Sample Size and Sampling Techniques

For this study, the sample respondents were selected through simple random technique applying

particularly the lottery method and availability sampling technique. In order to select college Deans

and Kaizen focal person, availability sampling technique was employed since their numbers were

limited in number. On the other hand, employees were chosen through simple random sampling since

they were relatively larger in numbers as compared to kaizen focal person and Deans. Then, the

adequate proportion of sample size was taken from the study college. As a general rule, one can say

that the sample must be of an optimum size i.e., it should neither be excessively large nor too small

(Kothari, 2004). Sample size can be determined using certain formula in the case of quantitative study,

whereas, in qualitative study, determining sample size is entirely a matter of judgment, there are no set

rules (Cohen, Manion, and Morrison, 2000). Thus, to get a representative sample for the population,

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Yemane (1967) finite and large population sample size formula with 95% confidence level was

employed. The formula used to obtain this sample size is presented below:

n= 92

1+ 92 (0.05)2 = 74.79 ≈ 75

Following the sample size determination, the sample size of the study will be 75.

Table 2.1: Distribution of Population and Sample Size

No Item Population Sample size

1 Trainers 61 54
2 Administrative Workers 27 17
3 College Dean 3 3
4 Kaizen Focal person 1 1
Total 92 75

3.5. Data Collection Instruments

The intended information for this study was acquired through different sets of data gathering tools:
questionnaire, interview, document analysis and observation. The researcher developed standardized
questionnaire mainly focusing on selected variables.

3.5.1. Questionnaire
In this study, questionnaire was used as it is essential to collect data from large number of respondents.
It consists of both closed-ended and open-ended items. Closed-ended items were offered for
respondents as set of alternative to choose one of them to reflect their views. The open-ended items
require the respondents to write their opinions and feelings. Questionnaire was developed to be used
in providing clear understanding to the knowledge of sample respondents related to employees’
perception towards the implementation of kaizen philosophy in Tarcha Industrial College. It was
prepared for trainers and administration workers. Afterward, it was translated to Amharic in order to
reduce language ambiguity.
The contents of questionnaire were composed of statements related to employees’ perception towards
the implementation of kaizen philosophy in Tarcha Polytechnic College

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3.5.2. Interview
An interview tends to be the most favored by researchers as it allowed respondents to express their
opinions freely as much as possible. Thus, it enabled the researcher to get detailed information about
employees’ perception towards the implementation of kaizen philosophy in the study area. Similarly,
it helped to obtain relevant data that cannot be handled by questionnaire and essential to check the
information already obtained. To this end, interview was employed with college Deans and kaizen
focal person they were believed to provide sufficient information for the study and limited in number.
3.5.3. Document Analysis
To secure facts and figures about the trainees and employees (deans, administrative workers and
trainers), a number of documents among others, statistical information, reports, employee’s lists, etc,
were thoroughly and sufficiently investigated.
3.5.4. Observation checklist.
Since it is important to secure additional facts through observation at the respective sites, an
observation checklist comprising points regarding the training and working area facilities, Work shop
management were prepared and employed. This was used to further strengthen the information
collected through means of other data gathering instruments.
3. 6. Data Collection Procedures
The data for this study was gathered according to the following procedures:

1. The purpose of the study and the specific as well as general directions in the questionnaire was
explained for the respondents by the researcher;

2. The prepared questionnaire was administered for the trainers and administration workers;

3. Interview was held with Deans and kaizen focal person;

4. The collected data was properly analyzed.

3.7. Methods of Data Analysis and Interpretations

Both the quantitative as well as qualitative data were analyzed by using descriptive statistics. The
collected data was analyzed in the following means.
1. The data collected through different instruments was coded and tabulated.

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2. Percentage was used to describe the background of respondents, which include their number, age,
sex, work experience and educational qualification also used to measure items that was asked in the
form of ‘Yes’ or ‘No’ with regard to employees’ of Tarcha Poly Technic College.
3. Frequency was used to show the numbers of respondents who responded for each items.
4. Data collected through interview was analyzed through narration.

CHAPTER FOUR
4. DATA PRESENTATION, ANALAYSIS AND INTERPRETATION
This chapter deals with presentation, analysis and interpretation of data collected from sampled
population (Deans, Trainers and administrative workers and kaizen focal person) through questionnaire
and interview in order to get relevant information about the study. It consists of two parts. The first part
presents background of sample population and part two deals with the presentation and analysis of the
study.

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75 questionnaires were distributed for employees and interview for Deans and kaizen focal person. Out
of 75 questionnaires distributed to the respondents, 72 questionnaires were filled properly and returned.

4.1 Background of the Respondents

The respondents’ background information was presented below in terms of their sex, age, educational
qualification and experience.

Figure 4.1 Distribution of respondents by sex

Frequency

Female
17.28

Male
72%

Source: Own Survey Data, 2013 E.C

As indicated in the above figure 4.1, 65(17.28%) of respondents are female and 14 (72%) of the
respondents are male.

This shows that majority of the respondents in the study area were male as compared to female
respondents.

Figure 4.2 Distribution of Respondents by age

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

Frequency

41 & above
3.79%
31-40 age
16.46%

21-30 age
79.75%

Source: Own Survey Data, 2013 E.C

As indicated in the figure 4.2 above, out of the total respondents, 3(3.79%) of them are in the age range
of 41 and above, 13(16.46%) of respondents are in the age range of 31 to 40, and 63(79.75%) of
respondents are in the age range of 21 to 30. The data indicates that almost majority of the
respondents are categorized under the productive age group.

Figure 4.3 Distributions of Respondents by Qualification

Frequency

Diploma
1.26% Degree
48.10%
Level-IV
3.79%

MA Level-IV
3.79% 34.18%
Level-II
8.88%

Source: Own Survey Data, 2013 E.C

As indicated in the above figure, 1(1.26%) of the employee has diploma holder, 3(3.79%) of the
respondents have 10 + Level I, 7(8.88%) of the respondents have 10+ Level II, 27(34.18%) have 10+
Level III in different field of study. The remaining 38(48.10%) of the respondents were to have first

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degree and 3(3.79%) were Master holders. The data indicated that most of the employees are
professional workers.

Figure 4.4 Distributions of Respondents by Experience

Frequency

21 years &
above
7.59% 6-10 years
48.11%
11-15 years
3.79%
5 years &
16-20 years below
5.06% 35.45%

Source: Own Survey Data, 2013 E.C

As indicated in the Table 4.4 above, out of the total respondents, 28(35.45%) of respondents have 5
years and below , 38(48.11%) respondents have 6-10 years experience, 3(3.79%) respondents have 11-
15 years, 4(5.06%) respondents 16-20 years and 6(7.59%) have 21 years & above experiences.

The data indicates that large percentage of employees was in the range 6-10 years experience.

4.2 Implementation of kaizen program

Tables 4.1 Items related to Employees’ perception/attitude at workplace in implementing kaizen

philosophy

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

Item Response( Frequency & Percentage)

V.Poor Poor Fair Good V.good
Do you think you are in a good spirit in implementing 3 6 6 35 22
kaizen philosophy in the workplace? 4.17 8.33 8.33 48.61 30.56
To what extent your involvement in Kaizen 18 42 4 2 6
philosophy in your workplace ? 25 58.33 5.56 2.78 8.33
As an employee what is your level of satisfaction 5 8 7 30 22
because of implementing kaizen? 6.94 11.11 9.72 41.67 30.56
Do you like being part of Kaizen activity in your 32 24 4 8 4
Work place? 44.44 33.33 5.56 11.11 5.56
Do you think that the kaizen technique increased your 30 26 8 6 2
interests in the work area? 41.67 36.11 11.11 8.33 2.78

Table 4.1 shows employees perception at work place in implementing kaizen activities. Accordingly;
employees spirit in implementing kaizen program was 35(48.61) and 22(30.56) of the respondents
viewed as good and very well respectively. Besides, the response obtained from the study participant
was 30(41.67) and 22(30.56) respectively regarding employees level of satisfaction in
implementing kaizen activity. But, others like employees involvement in kaizen program was 18(25)
very low and 42(58.33) low, employees interest being part of kaizen activity in work place was
32(44.44) very low and 24(33.33) low, and employees thought as kaizen techniques increased their
interest in the work place was 30(41.67) very low and 26(36.11) low.

The data gathered from interview with college top management conveys in the following way: “kaizen
is well adapted by most of the employees especially by trainers. But we doubt to say as kaizen program
is well implemented in the college. It is due to lack of commitment rather than lack of awareness about
kaizen importance. Most of the workers considered kaizen as addition burden for them.

The kaizen officer was also replied that, at the beginning, it was difficult to change the tradition and
penetrate the deeply-rooted hierarchical structures. Besides, to this managers’ misconception about
continuous improvement was also another problem that hinders the implementation of kaizen but the

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culture of the organization has been gradually changing from the existing before. But, still
implementation of kaizen program is challenging.

In general, the analysis of the data reveals that employees spirit and level of satisfaction in
implementing kaizen program in workplace was positively good. But, employees’ involvement, being
part of kaizen activity and their thought as kaizen techniques increased their interest in the workplace
was weak.

Table 4.2 Employee Training program

Item Response( Frequency & Percentage)

V.Poor Poor Fair Good V.good
Does your organization prepare consecutive 32 30 2 8 --
training for employees’ regarding kaizen 44.44 41.67 2.77 11.12 0
implementation?

Table 4.2 shows the delivery of training program for employees regarding kaizen implementation.
Thus, 32(44.44%) and 30(41.67) of respondents said that the training program delivered to them is
not quite enough, 2(2.77%) of respondents were responded the training program is fair. On the other
hand, 8(11.12%) respond good.

With regard to kaizen officer interview response, the attitude of employee in newly emerged kaizen
culture is not much familiar. The culture of working together, participating in peer problems and
participating in kaizen process is discouraging. Besides, in order to strengthen the employees’
knowledge regarding kaizen program, no trainings are conducted to fill the gap. There are still
conceptual gaps on the knowledge of continuous improvement and have the impression of the
traditional hierarchical work trends and these trends are still challenges for change.

The above data implies that there were not quite enough training delivered for employees in order to
improve employees’ skill towards the implementation of kaizen philosophy. This is one of the factors
that hinder the implementation of the kaizen management system and inconsistency in the usage of
ratios of the kaizen tools and techniques during the implementation period.

Table 4.3 Difficulty of Kaizen in Practice

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Item Response( Frequency & Percentage)

V. easy Easy Neither Difficult V.difficult
easy nor
difficult
How was the implementation of Kaizen 10 8 2 24 28
practices including reporting the results? 13.89 11.12 2.77 33.33 38.89

Table 4.3 indicates difficulty of kaizen practice including reporting the results. Accordingly,
24(33.33) and 28(38.89) of the respondents perceived as Kaizen implementation and reporting its
results were difficult. The analysis of data reveals that the implementation of kaizen including reporting
the result was difficult for employees. This shows that, as there are gaps in the communication of
managers and employees regarding the program.

Table 4.4: Knowledge of Continuous Improvement

Item Response( Frequency & Percentage)

V. Poor Poor Fair Good V. good

What is your level of knowledge regarding 28 24 8 4 8

continuous improvement? 38.88 33.33 11.12 5.55 11.12

Table 4.4 shows employees’ level of knowledge regarding continuous improvement. Respondents’
perception on their knowledge regarding continuous improvement was 28(38.88%) and 24(33.33)
which is very poor and poor respectively.

The rest 8(11.12), 4(5.55) and 8(11.12) respondents confirmed as they have adequate knowledge
of continuous improvement.

Top management interview reveals that of course, the level of knowledge regarding kaizen is not
promising. But, Trainers are conscious about kaizen. They give the course from level I to level V for
trainers. But, they lack the practical implementation of the program. With regards to administration
workers, there is a gap regarding kaizen program both in skill and overall practices.

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The data above reveals that there are conceptual gaps on the knowledge of continuous improvement
and these trends are still challenges for change.

Table 4.5 Management feedback to employees regarding the implementation of Kaizen

Item Response( Frequency & Percentage)

V. Poor Poor Fair Good V. good

The feedback you get from the management 28 32 2 10 --

bodies while identifying problems & come up 38.88 44.45 2.78 13.89

with solutions is?

Table 4.5 indicates management feedback to employees regarding the implementation of kaizen. Out of
the total respondents, 28(38.88) and 32(44.45) viewed as very low and low respectively. Others
responded as 2(2.78) fair and 10(13.89) good.

Kaizen officer replied that management feedback to employees regarding the implementation of kaizen
is weak. In order to run the program properly, it needs the participation and involvement of all
employees. Top managements should be role model to sustain the kaizen implementation and practices.
They are expected in arranging fruit ground, evaluating and giving feedback. But, there is a constraint
to do so.

The analysis of the above data reveals that management feedback to employees while identifying
problems & come up with solution is discouraging. Giving feedback for employees is one means of
empowering employees for the next destination which is missed by the management bodies.

4.3 The implementation of Kaizen philosophy and Related Challenges

Table 4.6 Rating the Implementation of kaizen philosophy and related Challenges

Response( Frequency & Percentage)

No Items Strongly Disagree Neutral Agree Strongly

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disagree Agree
1 There is an established system for the 34 28 -- 6 4
implementation of kaizen in the organization. 47.22 38.39 0 8.33 5.56
2 There is an organized kaizen implementation 32 30 -- 8 2
plan in the organization 44.44 41.67 0 11.11 2.78
3 Strong commitment of Top managers for the 28 33 1 5 5
implementation of kaizen philosophy in 38.39 45.84 1.39 6.94 6.94
supporting & giving feedback.
4 Lack of coordination, communication and 2 6 2 30 32
integration within departments hinder Kaizen 2.78 8.33 2.78 41.67 44.44
implementation.
5 Allocation of finance & resources for the 36 32 -- 4 --
implementation of kaizen philosophy 50 44.44 0 5.56 0
6 Creating awareness & providing short term 34 32 -- 6 --
training in order to strengthen the 47.22 44.44 0 8.33 0
implementation of kaizen philosophy.

Table 4.6 indicates about rating the implementation of Kaizen philosophy and related Challenges.
Accordingly, Out of the total respondents on item one, 34(47.22) and 28(38.39) respondents
respectively strongly disagree and disagree on an established system for kaizen program
implementation in the organization. The rest, 6 (8.33) and 4 (5.56) respondents viewed as they
agree and very agree respectively on the issue. The above data revealed that there is not an established
system for kaizen program implementation in the organization.

Item 2. Out of the total respondents 32 (44.44) strongly disagree and 30 (41.67) agree as there is an
organized kaizen implementation plan in the organization while the rest 8 (11.11) agree and 2(2.78)
strongly agree. The data implies that the organization lack an organized kaizen implementation plan.

Regarding item3, 28 (38.39) and 33 (45.84) respondents replied as they strongly disagree and
disagree on Strong commitment of Top managers for the implementation of kaizen programs in
supporting & giving feedback respectively while 1(1.39), 5 (6.94) and 5(6.94) respondents
replied neutral, agree and strongly agree on the issue. But, the data indicates that as there is weak

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

commitment of top managements for the implementation of kaizen philosophy in supporting and
giving feedback.

Item 4. 30(41.67) and 32(44.44) of the respondents viewed their agreement and strong agreement
on Lack of coordination, communication and integration within departments hinder Kaizen
implementation respectively. On the other hand, 2(2.78) neutral, 6(8.33) disagree and 2 (2.78)
strongly disagree on the issue. The overall data indicates that as there is lack of coordination,
communication and integration within departments which affects kaizen implementation.

Regarding item 5, out of the total respondents, 36(50) strongly disagree and 32 (44.44) disagree on
Proper allocation of finance & resources for the implementation of kaizen programs while only 4
(5.56) of the respondents agree on the issue. As the data indicates there is lack of finance and
resource allocation for the implementation of kaizen in the organization.

Item 6. Out of all respondents on item 6, 34 (47.22) strongly disagree and 32(44.44) disagree on
creating awareness & providing short term training in order to strengthen the implementation of kaizen
program. Only 6 (8.33) respondents replied their agreement on the issue. So, the data reveals that
there is a constraint in creating awareness and providing training for employees to strengthen the
implementation of kaizen philosophy.

CHAPTER FIVE

5. MAJOR FINDINGS, ACTIONPLAN, IMPLEMENTATION, EVALUATION

AND RECOMMENDATIONS

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The purpose of this study was to improve the implementation of kaizen philosophy in Dawuro Zone,
SWEPR. In order to attain the desired objectives, the following procedures were undertaken: the problem
area and study site was identified, relevant documents were examined from various prevalent sources;
questions were prepared and distributed to the sample populations, sample populations were determined
and selected, the study area was delimited, tools for data collection (interview and questionnaire) were
developed and administered to the sample groups and finally the data was analyzed and interpreted.

The participants in this study were: trainers, administration workers, kaizen focal person and
management bodies of the college (Deans). Trainers and administration workers were chosen through
simple random sampling technique, but Deans and kaizen focal person were taken via availability
sampling technique. Then, the questionnaire was filled and returned back properly and then after the
data collected from 72 employees were analyzed properly. The obtained data was analyzed using
percentage and narration. Accordingly, the major findings of the study were concluded below.

5.1. Major Findings

On the basis of the result the following major findings were obtained.
1. The findings revealed that employee lack involvement and being part of kaizen activity in the
workplace.
2. The obtained date revealed that there were not quite enough training delivered for employees in
order to improve employees’ skill towards the implementation of kaizen programs.
3. The analysis of data reveals that the implementation of kaizen including reporting the result was
difficult for the majority of the respondents. This shows that, as there are gaps in the
communication of managers and employees regarding the program.
4. The majority of respondents reveal that there are conceptual gaps on the knowledge of
continuous improvement and these trends are still challenges for change.
5. The data reveals that management feedback to employees while identifying problems & come
up with solution is discouraging.
6. The findings revealed that there is not an established system for kaizen program implementation
in the organization and the organization lack an organized kaizen implementation plan.
7. The data indicates that as there is weak commitment of top managements for the
implementation of kaizen programs in supporting and giving feedback.

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8. The data revealed that there is lack of finance and resource allocation for the implementation of
kaizen program in the organization.
9. The findings manifest there is a constraint in creating awareness and providing training for
employees to strengthen the implementation of kaizen programs.

5.2. Proposal for Action

Based on basic research questions and careful data analysis on improving the implementation of kaizen
philosophy in Tarcha polytechnic college, Dawuro Zone, was identified and investigated. Thus, to
implement the intervention the following action strategies were developed.

Table 5.1 Action Plan for Intervention

No Activities (by the researcher) Description Implementation Period

1 Discussion with college managements/Deans
to provide awareness creating training for January 2, 2014 E.C
employees regarding kaizen philosophy
1.1 Determine the number of training 74 January 9, 2015 E.C
participants
1.2 Develop training materials 1 document January 9-16/2015 E.C
1.3 Provide training Theoretical January 20-21/2015 E.C
2 Allow employees to join/attend the training 74 January 20-21/2015
3 Give opportunities for the trainees’ to deal in In 4 groups January 20-21/2015 E.C
implementing kaizen philosophy
4 Motivate the trainees’ to practice kaizen 4 workshops January 22-23/2015 E.C
philosophy in groups/selected workshops
5 Observe the practical implementation of Checklist January 24,2015 E.C
kaizen philosophy
6 Give feedback on the implementation of In the shop/face January 25, 2015 E.C
kaizen philosophy for trainees to face

5.3. Implementation Strategy

In order to implement the proposed interventions the following strategies were developed.

1. Discuss with college Deans and come up to consensus to provide the training for employees.

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2. Prepare awareness creating/training place and allow employees to attend the training

3. The researcher and his colleagues gave interesting and engaging training for employees.

4. Build employees self confidence to implement kaizen implementation.

5. Motivate employees to practice the implementation of kaizen by giving different hints.

6. Arrange the selected workshops namely (Automotive, Sanitary, Garment & BEI) for the

training

7. Develop checklist and evaluate the overall practices of kaizen implementation

8. Based on the evaluation providing feedback for the trainees’.

5.4 Action Evaluation

The intervention was evaluated in four training workshops (Automotive, Sanitary, Garment and BEI)
through observation checklist and the changes observed was summarized in the table below.

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Table 5.2 Observation check list

No Activities Results
Before After Intervention
Intervention
1 College managements’ commitment to Less Management commitment has
facilitate the intended resources for commitment increased in facilitating resources
implementing kaizen philosophy
2 Employees’ perception in implementing Attention Give attention to implement
kaizen philosophy wasn’t given kaizen philosophy as it is
continuous improvement
3 Arrangement of workshops to provide Shops weren’t Shops are made conducive to
training for trainees’ well organized provide training
4 Preparing an organized kaizen Rare case Organized kaizen implementing
implementation plan plan is revised & developed
5 Arrangement of wastes within the training Wastes were Wastes are arranged in a proper
shops & the organization compiled every manner. Useless wastes are
where eliminated & sold.
6 Training materials, tools & equipments in Rare case Training materials, tools &
workshops & working area equipments are well organized
by applying 5 S’.

5.5. Conclusions

On basis of the above findings and changes observed, the following conclusions were drawn:

The practitioner was expected to give the opportunity given for employees to improve the
implementation of kaizen philosophy and employees attempted to practice in their working place.
Employees improved their skills and knowledge of continuous improvement about kaizen
philosophy. Thus, their commitment to implement the philosophy increased and come up with
practical activity. Besides, employees’ interest was developed and initiated to implement kaizen
philosophy. Moreover, top management of the college is committed to facilitate the intended
resources for the implementation of kaizen philosophy sustainability.

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

5.6. Recommendations

Based on the result obtained, the researcher suggestion to the college was forwarded for further
improvement of the implementation of kaizen philosophy.

1. It is better that top college managements in collaborating with kaizen focal person should
introduce kaizen philosophy to employees and motivate them to have interest for implementing
kaizen philosophy.
2. Kaizen program is crucial for the success of improvement and change. It is advisable that top
managements must be devoted to change the existing working culture by breaking down the
barrier between the management and employees in order to engage the organization’s
employees towards the implementation of kaizen philosophy that will alleviate the current
productivity measurement and improvement practices.
3. Kaizen philosophy is considered as addition burden. Thus, it is better to assign responsible body
who can carry out and runs kaizen management system at the college level.

4. It is important to regularly follow-up the implementation of kaizen phylosophy. Therefore, it is

recommended that top managements and kaizen focal person have to work hard in conducting
continuous and thorough supervision that provides timely responses to the respective employees
and monitor the progress.
5. It is advisable to allocate the necessary resources for the success of kaizen implementation. So,
the concerned bodies should give attention for the issue.

REFERENCES

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Asayehegn Desta (2011).The Transferability of the Japanese Kaizen Management Techniques: Lessons

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continuous change [Journal]. – 2003.

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Tikur Abbay Shoe Share Company.

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Appendix-A

Questionnaires to be filled by Tarcha Polytechnic College Trainers/Employees

Introduction

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

The purpose of this questionnaire is to gather information for the study on the tittle “Improving the
Implementation of Kaizen Philosophy in Tarcha Polytechnic College of Dawuro Zone”. Thus, you
are requested to respond these questions honestly and accurately. All the information will be used for
academic purpose only and responses will be kept confidential.

Note: Attempt all the questions according to the instruction given for each part and there is no need of
writing your name.

Thank you very much for your cooperation!

Part I: Personal Information:

1. Gender: a. Male b. Female

2. Age: a. 18-27 b. 28-37 c. 38-47 d. 48-56 e. 57 and above

3. Your work experience in the organization:

a. Less than 1 year b. 1-2 year c. 3-5 year d. 6 –10 year e. above 10 year

4. Educational background

a. Level-II b. Level-III c. Level-IV D. Diploma E.BA/BSC F. MA/MSC

Part II. Please indicate your options for the following close ended questions by “circling” on the
letter of your answer for the item given in the alternative form.

1. Do you think that you are in a good spirit in implementing kaizen program in workplace?

a. Very Poor b. Poor c. Fair d. Good e. V.good

2. Do you think your Institution has arranged a consecutive employee training program on kaizen?

a. Very Poor b. Poor c. Fair d. Good e. V.good

3. To what extent the workers involvement in Kaizen programs in your workplace ?

a. Very good b. Good c. Fair d. Poor e. Very poor

4. How was the practice of Kaizen including reporting the results?

a. Very easy b. Easy c. Neither easy nor difficult d. difficult e. Very difficult

5. Do you think the employees' opinions and suggestions are given due consideration in your
Institution?

a. Not at all.

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b. Deans don’t care employees' opinions

c. Sometimes Deans listen to their subordinates' opinions.

d. Deans in many cases listen to opinions of employees.

e. Deans always listen to opinions of employees

6. What type of Kaizen tools/ techniques/practices have you applied on your workplace?
----------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------
----------------

7. Do you think you have adequate knowledge of continuous improvement?

a. Yes b. No

8. If your answer for question number six (6) is “No” please specify the reason.
----------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------
----------------------------

9. As an employee what is your level of satisfaction because of implementing kaizen?

a. Strongly Satisfied b. Satisfied c. Neither Satisfied nor Dissatisfied

d. Dissatisfied. E. Strongly Dissatisfied

10. Do you like being a part of Kaizen activity in your work station? a. Yes b. No

11. If your answer for question number ten (10) is “No” please specify the Reason.
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12. Are you involved in problem identification & improvement of the production process of your
organization? a. Yes b. No

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13. If your answer is “Yes” for question number 13, how do you involve in problem identification &
come up with solutions of your organization?

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14. The feedback you get from the management of your Institution while you identify problem & come
up with solutions is:

a. Highly encouraging b. encouraging c. Neutral d. Discouraging e. Highly Discouraging

15. In order to have standard working place which of the basic kaizen practices you practiced? (If you
have more than one answers you could select the corresponding box)

a. Sorting b. Standardizing c. Set in order / Arranging d. Sustaining e. Shining / Cleaning

16. Is there any mechanism that helps you always to remember practicing kaizen? a. Yes b. No

17. If your answer is “Yes” for question number 17, something that obliges you to practice kaizen is:

a. My own attention b. Managers follow up c. Use of noticed board d. Use of handbook e. Penalty

18. Do you believe kaizen has improved your productivity? i. Yes very greatly b. Yes to a great
extent c. Yes to some extent d. No, kaizen & productivity are not related for our case

19. If your answer is “Yes” for question number 19 how do you think kaizen has improved your
productivity?
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20. In your opinion what is the problem with kaizen practice?

a. It is tiresome b. It is redundant c. It has limited impact on improvement

d. No personal benefit is attached with kaizen success e. It has no problem at all

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

Part III. Please rate your agreement or disagreement with the statements below. Please indicate your
response by putting “X” mark against each item in the given rating scales.

Neither
No Statements Strongly Disagree agree nor Agree Strongly
Disagree Disagree Agree
(1) (2) (3) (4) (5)

1 There is an established system for

kaizen program implementation in the
organization.
2 There is an organized kaizen
implementation plan in the organization
3 Strong commitment of Top managers
for the implementation of kaizen
programs in supporting & giving
feedback.
4 Lack of coordination, communication
and integration within departments
hinder Kaizen implementation.
5 Proper allocation of finance & resources
for the implementation of kaizen
programs
6 Creating awareness & giving short term
training in order to strengthen the
implementation of kaizen program.
7 The kaizen technique increased
employees/team members’ interest in
the work area.
8 Lack of proper incentives are
challenges for Kaizen implementation

By: Yirgalem Ayele(MA) Tarcha Polytechnic College: SWEPR

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

Appendix-B

Interview guide for Tarcha Industrial College Deans

Introduction

The main purpose of this interview is to gather the basic information for the study on the tittle
“Improving the Implementation of Kaizen Philosophy in Tarcha Polytechnic College of Dawuro
Zone”. Thus, your genuine cooperation in providing relevant information is highly essential for the
success of the study. Hence, please be honest and genuine when responding to each question. The
information will be used for academic purpose only and responses will be kept confidential.

Thank you very much for your co-operation!

SECTION ONE: Personal Information

 Name of your Institution: _________________________________________

 Sex: a) Male b) Female
 Age range a) below 20 b) 20-24 years c) 25-30 years d) 31and above
 Levels of your education qualification: _______________________________
 Field of your qualification: ____________________
 Years of work experience: ____________________________________

SECTION TWO: Detail of the interview schedule

1. How do you describe the implementation of kaizen in your organization?

2. How did the management bodies facilitate kaizen implementation? For instance in creating and
communication the vision of the college to engage in kaizen? Its effort in the PDCA cycle? Provision
of training? And benefit package in relation to the improvements made by kaizen implementation.

3. To what extent does kaizen theory related with practical at work place?

4. What are the attempts made by the management of bodies to establish and sustain the culture of
kaizen in the organization? For instance in creating continuous improvement infrastructure through the
kaizen team?

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

5. How are your employees involved in kaizen implementation? For instance in implementing 5S and
muda elimination?

6. What are the improvements achieved after implementing the kaizen process in your organization?
For instance on working area and production time improvements?

7. How do you express the success of kaizen implementation in your organization?

8. What are the challenges encountered so far in implementing kaizen in your organization?

9. What measures to be taken to alleviate the implementation of kaizen in your organization?

10. Which pitfalls and difficulties are still influencing your operation today?

By: Yirgalem Ayele(MA) Tarcha Polytechnic College: SWEPR

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

Appendix-C

Interview Guiding Questions for Tarcha Polytechnic College Kaizen Officer

Introduction

The main purpose of this interview is to gather the basic information for the study on the tittle
“Improving the Implementation of Kaizen Philosophy in Tarcha Polytechnic College of Dawuro
Zone”. Thus, your genuine cooperation in providing relevant information is highly essential for the
success of the study. Hence, please be honest and genuine when responding to each question. The
information will be used for academic purpose only and responses will be kept confidential.

Thank you very much for your co-operation!

SECTION ONE: Personal Information

Name of your organization: ______________________________________

 Sex: a) Male b) Female

 Age range: a) below20 b) 20-24 years c) 25-30 years d) 31and above
 Levels of education qualification: _________________________________________
 Area of specialization:__________________________________________
 Years of work experience:____________________________________________

Section TWO: Detail Interview Schedule

1. How effective was the corporation in implementing Kaizen management philosophy in your
college?

2. How was the process/steps of Kaizen program implementation taking place particularly in
your college?

3. How do you see the contributions of Kaizen program implementation over the traditional
management system? If so, how do you see its contribution?

4. Is an established system for kaizen program implementation in your organization? Besides, is there an
organized kaizen implementation plan in your organization?

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

5. Does your organization prepare consecutive training for employees’ regarding kaizen implementation
program?

6. Is the corporation effective in coordination, monitoring and evaluation of Kaizen intervention?

a. If yes, what are the outcomes registered and gaps identified so far?

5. How do you evaluate the outcome of Kaizen program implementation in your college?

a. If so, what are the outcomes registered so far?

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-------------------------------------------- 6. Is the corporation effective in Kaizen intervention and
altering the attitude of employees towards the new work culture?

a. If yes. What are the perceived new work cultures due to Kaizen intervention?
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7. What are the challenges of the Kaizen program implementation in your college??

11. How do you see the utilization of Kaizen events in your college increasing, decreasing or
staying the same over the years?

12. What mechanisms do you have in place to sustain Kaizen program?

By: Yirgalem Ayele(MA) Tarcha Polytechnic College: SWEPR

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 Action Research ፡ Improving the Implementation of Kaizen Philosophy

Appendix-D

Observation Check list

An observation Checklist developed to collect data after intervention from four training workshops
(Automotive, Sanitary, Garment and BEI)

No Activities Results
Before After Intervention
Intervention
1 College managements’ commitment to
facilitate the intended resources for
implementing kaizen philosophy
2 Employees’ perception in implementing
kaizen philosophy
3 Arrangement of workshops to provide
training for trainees’
4 Preparing an organized kaizen
implementation plan
5 Arrangement of wastes within the training
shops & the organization
6 Training materials, tools & equipments in
workshops & working area

By: Yirgalem Ayele(MA) Tarcha Polytechnic College: SWEPR

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