Prioritising the enablers for the successful implementation of Kaizen in China

Abstract

Purpose The purpose of this paper is to develop a better understanding of how Sino-Japanese joint ventures implemented the three Japanese improvement methods, i.e. Kaizen, Kaikaku and Kaizen Blitz. The specific objectives of this study are to identify the key enablers for the three improvement methods; and to identify the most selected improvement method. Design/methodology/approach This study employs a fuzzy analytic hierarchy process to pairwise-compare the three improvement methods. Data are collected from 28 industry experts from Sino-Japanese joint ventures. The study then adopts extent analysis approach for pairwise comparisons and extent analysis to obtain synthetic extent values for priority weights. Findings The results of the study indicate that personnel (humanware) factor enablers are the most important factor for Kaizen, whilst software factor enablers (essential rules, policies and institutional arrangements) weight second and hardware factor enablers (physical, measurable hard facts or resources) weight last. The study also reviews that Kaizen is the most selected improvement method among the three. Research limitations/implications The sample of this study is limited to Sino-Japanese ventures in Guangzhou, China. This study only identifies the key improvement enablers based on interviews with shop floor managers and improvement experts. Practical implications Practical implications are threefold: the improvement implementations should be based on factors such as regular training, incentives for motivations and shop floor management; improvement methods are transferable and standard operations may only have small effects on collecting improvement ideas; and Kaizen is the appropriate method to support long-term and process-oriented improvements. Originality/value This study is the first to specifically pairwise-compare the three Japanese improvement methods and to identify priorities of their key enablers in Sino-Japanese joint ventures.

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