Kaizen (continuous improvement) and systems thinking: exploring how kaizen facilitators operationalise values and assumptions

Noel Criscione-Naylor

International Journal of Management Practice, 2020, vol. 13, issue 5, 547-564

Abstract: Continuous improvement and systems thinking philosophies have diversely manifested to include the creation of multidisciplinary teams, referred to as kaizen teams, comprised of high-level leaders through frontline level staff challenged to generate business outcomes through the lens of stakeholder value. The purpose of this study was to identify values, assumptions, and behaviours associated with leaders of these teams during the kaizen process and identify post-participation impact on professional practice. Structured conversations and observations took place with leaders certified to facilitate a kaizen event. Leaders highlighted critical competencies and values that impact the team's ability to innovatively problem solve to achieve objectives as well as consequences for team members and the organisation. Data reveals significant issues organisations must direct their attention to for long-term sustainability and to fully realise their commitment to continuous improvement practices. These issues include constraints of the kaizen structure and non-traditional role responsibilities the kaizen leader takes on to make manufacturing methodologies work in a service-based environment.

Keywords: multidisciplinary teams; diversity; change agent; management; leadership; systems thinking; kaizen; kaizen facilitator; process improvement; continuous improvement; sustainability; teamwork; lean; hospitality; casino. (search for similar items in EconPapers)
Date: 2020
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