TY - GEN
T1 - Development and application of a framework for the design and assessment of a kaizen event program
AU - Letens, Geert
AU - Farris, Jennifer A.
AU - Van Aken, Eileen M.
PY - 2006
Y1 - 2006
N2 - With the increased use of lean manufacturing practices in recent years, many organizations are using "Kaizen events" as a mechanism to rapidly introduce change and to create a culture of continual improvement (or kaizen). This paper introduces a framework for the design and management of a Kaizen event program, and describes the development and application of an assessment approach based on this framework. To illustrate the usefulness of the framework, the paper presents a case study of how the framework was applied to guide the design of the Kaizen event program within the Communication and Information System Competence Centre of the Belgian Armed Forces. Using the framework as a development and assessment tool, the Centre was able to overcome a number of implementation problems that were experienced with the more traditional mechanism of continuous process improvement teams. The paper concludes by summarizing lessons learned from the case study application and identifying directions for future research.
AB - With the increased use of lean manufacturing practices in recent years, many organizations are using "Kaizen events" as a mechanism to rapidly introduce change and to create a culture of continual improvement (or kaizen). This paper introduces a framework for the design and management of a Kaizen event program, and describes the development and application of an assessment approach based on this framework. To illustrate the usefulness of the framework, the paper presents a case study of how the framework was applied to guide the design of the Kaizen event program within the Communication and Information System Competence Centre of the Belgian Armed Forces. Using the framework as a development and assessment tool, the Centre was able to overcome a number of implementation problems that were experienced with the more traditional mechanism of continuous process improvement teams. The paper concludes by summarizing lessons learned from the case study application and identifying directions for future research.
UR - https://www.scopus.com/pages/publications/84879803676
M3 - Conference contribution
AN - SCOPUS:84879803676
SN - 9781604237146
T3 - 27th Annual National Conference of the American Society for Engineering Management 2006 - Managing Change: Managing People and Technology in a Rapidly Changing World, ASEM 2006
SP - 298
EP - 307
BT - 27th Annual National Conference of the American Society for Engineering Management 2006 - Managing Change
T2 - 27th Annual National Conference of the American Society for Engineering Management 2006 - Managing Change: Managing People and Technology in a Rapidly Changing World, ASEM 2006
Y2 - 25 October 2006 through 28 October 2006
ER -