Kaizenevents and organizational performance: a field study

Toni L. Doolen, Eileen M. Van Aken, Jennifer A. Farris, June M. Worley and Jeremy Huwe

International Journal of Productivity and Performance Management, 2008, vol. 57, issue 8, 637-658

Abstract: Purpose - The purpose of this paper is to describe the application of an assessment methodology to empirically measure and evaluate the impact ofkaizenevents on organizational performance, including human resource outcomes. Design/methodology/approach - A field study of twokaizenevents held within a single organization utilizing both quantitative (survey) and qualitative (interviews and organizational documents) data was conducted. Sustainability of outcomes was also studied. Findings - This study empirically illustrates that, even within a single organization,kaizenevents may have varied success. Management support was found to be related to human resource outcomes. Positive attitudes at the conclusion of a successful event, however, did not automatically translate to sustained improvements. Additionally, thekaizenevent team with a more limited scope was better able to meet targeted business objectives. Originality/value - The methodology described can assess the impact ofkaizenevents on business performance and human resource outcomes; the latter has largely been ignored in thekaizenevents scholarly literature. This study demonstrates that initial success in business outcomes and human resource outcomes are not necessarily correlated and that success may vary over time. Leaders need to pay close attention to follow‐up mechanisms to ensure sustainability.

Keywords: Continuous improvement; Performance management; Lean production (search for similar items in EconPapers)
Date: 2008
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:v:57:y:2008:i:8:p:637-658

DOI: 10.1108/17410400810916062

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