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Kaizen</title> <meta name="description" content="Search results for: Kaizen"> <meta name="keywords" content="Kaizen"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" 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class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="Kaizen"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 13</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: Kaizen</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13</span> Sustainable Balanced Scorecard for Kaizen Evaluation: Comparative Study between Egypt and Japan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ola%20I.%20S.%20El%20Dardery">Ola I. S. El Dardery</a>, <a href="https://publications.waset.org/abstracts/search?q=Ismail%20Gomaa"> Ismail Gomaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Adel%20R.M.%20Rayan"> Adel R.M. Rayan</a>, <a href="https://publications.waset.org/abstracts/search?q=Ghada%20El%20Khayat"> Ghada El Khayat</a>, <a href="https://publications.waset.org/abstracts/search?q=Sara%20H.%20Sabry"> Sara H. Sabry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement activities are becoming a key factor of the success of any organization, those improvement activities include but not limited to kaizen, six sigma, lean projects, and continuous improvement projects. Kaizen is a Japanese philosophy of continuous improvement by making small incremental changes to improve an organization’s performance, reduce costs, reduce delay time, reduce waste in production, etc. This study aims at proposing a new measuring technique for kaizen activities using a Sustainable balanced scorecard structure. A survey questionnaire was developed and introduced to kaizen participants in both Egypt and Japan with the purpose of allocating key performance indicators for both kaizen process (critical success factors) and result (kaizen benefits) into the five perspectives of sustainable balanced scorecard. The study contributes to the literature by presenting a new kaizen measurement of both kaizen process and results, that will illuminate the benefits of using kaizen. Also, the presented measurement can help in the sustainability of kaizen implementation. Determining the combination of the proper kaizen measures could be used by any industry whether service or manufacturing to better measure kaizen activates. The comparison between Japanese measures, as the leaders of kaizen philosophy, and Egyptian measures will help recommending better practices of kaizen in Egypt, and contributing to the 2030 sustainable development goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvements" title="continuous improvements">continuous improvements</a>, <a href="https://publications.waset.org/abstracts/search?q=kaizen" title=" kaizen"> kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20balanced%20scorecard" title=" sustainable balanced scorecard"> sustainable balanced scorecard</a> </p> <a href="https://publications.waset.org/abstracts/138931/sustainable-balanced-scorecard-for-kaizen-evaluation-comparative-study-between-egypt-and-japan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138931.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">147</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">12</span> The Application of Lean-Kaizen in Course Plan and Delivery in Malaysian Higher Education Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nur%20Aishah%20Binti%20Awi">Nur Aishah Binti Awi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zulfiqar%20Khan"> Zulfiqar Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean-kaizen has always been applied in manufacturing sector since many years ago. What about education sector? This paper discuss on how lean-kaizen can also be applied in education sector, specifically in academic area of Malaysian’s higher education sector. The purpose of this paper is to describe the application of lean kaizen in course plan and delivery. Lean-kaizen techniques have been used to identify waste in the course plan and delivery. A field study has been conducted to obtain the data. This study used both quantitative and qualitative data. The researcher had interviewed the chosen lecturers regarding to the problems of course plan and delivery that they encountered. Secondary data of students’ feedback at the end of semester also has been used to improve course plan and delivery. The result empirically shows that lean-kaizen helps to improve the course plan and delivery by reducing the wastes. Thus, this study demonstrates that lean-kaizen can also help education sector to improve their services as achieved by manufacturing sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=course%20delivery" title="course delivery">course delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaizen" title=" Kaizen"> Kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a> </p> <a href="https://publications.waset.org/abstracts/25287/the-application-of-lean-kaizen-in-course-plan-and-delivery-in-malaysian-higher-education-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25287.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">368</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">11</span> The Effect of Kaizen Implementation on Employees’ Affective Attitude in Textile Company in Ethiopia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Meseret%20Teshome">Meseret Teshome</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study has the objective of assessing the effect of kaizen (5S, Muda elimination and Quality Control Circle (QCC) on employees’ affective attitude (job satisfaction, commitment and job stress) in Kombolcha Textile Share Company. A conceptual model was developed to describe the relationship between Kaizen and Employees’ Affective Attitude (EAA) factors. The three factors of Employee Affective Attitude were measured using questionnaire derived from other validated questionnaire. In the data collection to conduct this study; questionnaire, unstructured interview, written documents and direct observations are used. To analyze the data, SPSS and Microsoft Excel were used. In addition, the internal consistency of similar items in the questionnaire instrument was measured for their equivalence by using the cronbach’s alpha test. In this study, the effect of 5S, Muda elimination and QCC on job satisfaction, commitment and job stress in Kombolcha Textile Share Company is assessed and factors that reduce employees’ job satisfaction with respect to kaizen implementation are identified. The total averages of means from the questionnaire are 3.1 for job satisfaction, 4.31 for job commitment and 4.2 for job stress. And results from interview and secondary data show that kaizen implementation have effect on EAA. In general, based on the thesis results it was concluded that kaizen (5S, muda elimination and QCC) have positive effect for improving EAA factors at KTSC. Finally, recommendations for improvement are given based on the results. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=kaizen" title="kaizen">kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20commitment" title=" job commitment"> job commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20stress" title=" job stress"> job stress</a> </p> <a href="https://publications.waset.org/abstracts/83697/the-effect-of-kaizen-implementation-on-employees-affective-attitude-in-textile-company-in-ethiopia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83697.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">211</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10</span> Improving Overall Equipment Effectiveness of CNC-VMC by Implementing Kobetsu Kaizen</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nakul%20Agrawal">Nakul Agrawal</a>, <a href="https://publications.waset.org/abstracts/search?q=Y.%20M.%20Puri"> Y. M. Puri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> TPM methodology is a proven approach to increase Overall Equipment Effectiveness (OEE) of machine. OEE is an established method to monitor and improve the effectiveness of manufacturing process. OEE is a product of equipment availability, performance efficiency and quality performance of manufacturing operations. The paper presents a project work for improving OEE of CNC-VMC in a manufacturing industry with the help of TPM tools Kaizen and Autonomous Maintenance. The aim of paper is to enhance OEE by minimizing the breakdown and re-work, increase availability, performance and quality. The calculated OEE of bottle necking machines for 4 months is lower of 53.3%. Root Cause Analysis RCA tools like fishbone diagram, Pareto chart are used for determining the reasons behind low OEE. While Tool like Why-Why analysis is use for determining the basis reasons for low OEE. Tools like Kaizen and Autonomous Maintenance are effectively implemented on CNC-VMC which eliminate the causes of breakdown and prevent from reoccurring. The result obtains from approach shows that OEE of CNC-VMC improved from 53.3% to 73.7% which saves an average sum of Rs.3, 19,000. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=OEE" title="OEE">OEE</a>, <a href="https://publications.waset.org/abstracts/search?q=TPM" title=" TPM"> TPM</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaizen" title=" Kaizen"> Kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=CNC-VMC" title=" CNC-VMC"> CNC-VMC</a>, <a href="https://publications.waset.org/abstracts/search?q=why-why%20analysis" title=" why-why analysis"> why-why analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=RCA" title=" RCA "> RCA </a> </p> <a href="https://publications.waset.org/abstracts/38288/improving-overall-equipment-effectiveness-of-cnc-vmc-by-implementing-kobetsu-kaizen" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38288.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">394</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9</span> Analysis of Performance Improvement Factors in Supply Chain Manufacturing Using Analytic Network Process and Kaizen</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Juliza%20Hidayati">Juliza Hidayati</a>, <a href="https://publications.waset.org/abstracts/search?q=Yesie%20M.%20Sinuhaji"> Yesie M. Sinuhaji</a>, <a href="https://publications.waset.org/abstracts/search?q=Sawarni%20Hasibuan"> Sawarni Hasibuan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A company producing drinking water through many incompatibility issues that affect supply chain performance. The study was conducted to determine the factors that affect the performance of the supply chain and improve it. To obtain the dominant factors affecting the performance of the supply chain used Analytic Network Process, while to improve performance is done by using Kaizen. Factors affecting the performance of the supply chain to be a reference to identify the cause of the non-conformance. Results weighting using ANP indicates that the dominant factor affecting the level of performance is the precision of the number of shipments (15%), the ability of the fulfillment of the booking amount (12%), and the number of rejected products when signing (12%). Incompatibility of the factors that affect the performance of the supply chain are identified, so that found the root cause of the problem is most dominant. Based on the weight of Risk Priority Number (RPN) gained the most dominant root cause of the problem, namely the poorly maintained engine, the engine worked for three shifts, machine parts that are not contained in the plant. Improvements then performed using the Kaizen method of systematic and sustainable. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=analytic%20network%20process" title="analytic network process">analytic network process</a>, <a href="https://publications.waset.org/abstracts/search?q=booking%20amount" title=" booking amount"> booking amount</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20priority%20number" title=" risk priority number"> risk priority number</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20performance" title=" supply chain performance"> supply chain performance</a> </p> <a href="https://publications.waset.org/abstracts/75630/analysis-of-performance-improvement-factors-in-supply-chain-manufacturing-using-analytic-network-process-and-kaizen" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75630.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">294</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8</span> Using Lean-Six Sigma Philosophy to Enhance Revenues and Improve Customer Satisfaction: Case Studies from Leading Telecommunications Service Providers in India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Senthil%20Kumar%20Anantharaman">Senthil Kumar Anantharaman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Providing telecommunications based network services in developing countries like India which has a population of 1.5 billion people, so that these services reach every individual, is one of the greatest challenges the country has been facing in its journey towards economic growth and development. With growing number of telecommunications service providers in the country, a constant challenge that has been faced by these providers is in providing not only quality but also delightful customer experience while simultaneously generating enhanced revenues and profits. Thus, the role played by process improvement methodologies like Six Sigma cannot be undermined and specifically in telecom service provider based operations, it has provided substantial benefits. Therefore, it advantages are quite comparable to its applications and advantages in other sectors like manufacturing, financial services, information technology-based services and Healthcare services. One of the key reasons that this methodology has been able to reap great benefits in telecommunications sector is that this methodology has been combined with many of its competing process improvement techniques like Theory of Constraints, Lean and Kaizen to give the maximum benefit to the service providers thereby creating a winning combination of organized process improvement methods for operational excellence thereby leading to business excellence. This paper discusses about some of the key projects and areas in the end to end ‘Quote to Cash’ process at big three Indian telecommunication companies that have been highly assisted by applying Six Sigma along with other process improvement techniques. While the telecommunication companies which we have considered, is primarily in India and run by both private operators and government based setups, the methodology can be applied equally well in any other part of developing countries around the world having similar context. This study also compares the enhanced revenues that can arise out of appropriate opportunities in emerging market scenarios, that Six Sigma as a philosophy and methodology can provide if applied with vigour and robustness. Finally, the paper also comes out with a winning framework in combining Six Sigma methodology with Kaizen, Lean and Theory of Constraints that will enhance both the top-line as well as the bottom-line while providing the customers a delightful experience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emerging%20markets" title="emerging markets">emerging markets</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=six%20sigma" title=" six sigma"> six sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=telecommunications" title=" telecommunications"> telecommunications</a>, <a href="https://publications.waset.org/abstracts/search?q=theory%20of%20constraints" title=" theory of constraints"> theory of constraints</a> </p> <a href="https://publications.waset.org/abstracts/82355/using-lean-six-sigma-philosophy-to-enhance-revenues-and-improve-customer-satisfaction-case-studies-from-leading-telecommunications-service-providers-in-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82355.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">164</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7</span> Continuous Improvement in Emerging Economies: Insights from a Multi-Case Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Luis%20A.%20Paipa-Galeano">Luis A. Paipa-Galeano</a>, <a href="https://publications.waset.org/abstracts/search?q=Yavar%20Jarrah-Nezhad"> Yavar Jarrah-Nezhad</a>, <a href="https://publications.waset.org/abstracts/search?q=C%C3%A9sar%20A.%20Bernal-Torres"> César A. Bernal-Torres</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents a case study of four companies in an emerging economy to identify the key success factors and barriers to sustaining continuous improvement practices. The study analyzes the empirical evidence and compares it to the literature review to provide insights for companies looking to increase their maturity level in this area. The five success factors identified are the availability of resources, commitment and support from management, participation of employees in identifying tasks to improve, clear and realistic objectives for continuous improvement, and the existence of a leader or responsible for continuous improvement. The major barriers to success are a lack of alignment between the organization’s strategic objectives and continuous improvement objectives, a lack of motivation in the team, and resistance to change. The paper concludes with recommendations for companies to reduce the risk of improvement failure and increase their maturity level in continuous improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emerging%20economies" title="emerging economies">emerging economies</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaizen" title=" Kaizen"> Kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20sustainability" title=" continuous improvement sustainability"> continuous improvement sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/181887/continuous-improvement-in-emerging-economies-insights-from-a-multi-case-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/181887.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6</span> Application of Costing System in the Small and Medium Sized Enterprises (SME) in Turkey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamide%20%C3%96zy%C3%BCrek">Hamide Özyürek</a>, <a href="https://publications.waset.org/abstracts/search?q=Metin%20Y%C4%B1lmaz"> Metin Yılmaz </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Standard processes, similar and limited production lines, the production of high direct costs will be more accurate than the use of parts of the traditional cost systems in the literature. However, direct costs, overhead expenses, in turn, decreases the burden of increasingly sophisticated production facilities, a situation that led the researchers to look for the cost of traditional systems of alternative techniques. Variety cost management approaches for example Total quality management (TQM), just-in-time (JIT), benchmarking, kaizen costing, targeting cost, life cycle costs (LLC), activity-based costing (ABC) value engineering have been introduced. Management and cost applications have changed over the past decade and will continue to change. Modern cost systems can provide relevant and accurate cost information. These methods provide the decisions about customer, product and process improvement. The aim of study is to describe and explain the adoption and application of costing systems in SME. This purpose reports on a survey conducted during 2014 small and medium sized enterprises (SME) in Ankara. The survey results were evaluated using SPSS package program. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=modern%20costing%20systems" title="modern costing systems">modern costing systems</a>, <a href="https://publications.waset.org/abstracts/search?q=managerial%20accounting" title=" managerial accounting"> managerial accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20accounting" title=" cost accounting"> cost accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=costing" title=" costing "> costing </a> </p> <a href="https://publications.waset.org/abstracts/19370/application-of-costing-system-in-the-small-and-medium-sized-enterprises-sme-in-turkey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19370.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">566</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5</span> Methods of Improving Production Processes Based on Deming Cycle</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Tochwin">Daniel Tochwin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement is an essential part of effective process performance management. In order to achieve continuous quality improvement, each organization must use the appropriate selection of tools and techniques. The basic condition for success is a proper understanding of the business need faced by the company and the selection of appropriate methods to improve a given production process. The main aim of this article is to analyze the methods of conduct which are popular in practice when implementing process improvements and then to determine whether the tested methods include repetitive systematics of the approach, i.e., a similar sequence of the same or similar actions. Based on an extensive literature review, 4 methods of continuous improvement of production processes were selected: A3 report, Gemba Kaizen, PDCA cycle, and Deming cycle. The research shows that all frequently used improvement methods are generally based on the PDCA cycle, and the differences are due to "(re)interpretation" and the need to adapt the continuous improvement approach to the specific business process. The research shows that all the frequently used improvement methods are generally based on the PDCA cycle, and the differences are due to "(re) interpretation" and the need to adapt the continuous improvement approach to the specific business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20methods" title=" lean methods"> lean methods</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=PDCA" title=" PDCA"> PDCA</a> </p> <a href="https://publications.waset.org/abstracts/146613/methods-of-improving-production-processes-based-on-deming-cycle" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146613.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">80</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4</span> Lean Manufacturing Implementation in Fused Plastic Bags Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tareq%20Issa">Tareq Issa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean manufacturing is concerned with the implementation of several tools and methodologies that aim for the continuous elimination of wastes throughout manufacturing process flow in the production system. This research addresses the implementation of lean principles and tools in a small-medium industry focusing on 'fused' plastic bags production company in Amman, Jordan. In this production operation, the major type of waste to eliminate include material, waiting-transportation, and setup wastes. The primary goal is to identify and implement selected lean strategies to eliminate waste in the manufacturing process flow. A systematic approach was used for the implementation of lean principles and techniques, through the application of Value Stream Mapping analysis. The current state value stream map was constructed to improve the plastic bags manufacturing process through identifying opportunities to eliminate waste and its sources. Also, the future-state value stream map was developed describing improvements in the overall manufacturing process resulting from eliminating wastes. The implementation of VSM, 5S, Kanban, Kaizen, and Reduced lot size methods have provided significant benefits and results. Productivity has increased to 95.4%, delivery schedule attained at 99-100%, reduction in total inventory to 1.4 days and the setup time for the melting process was reduced to about 30 minutes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20implementation" title="lean implementation">lean implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=plastic%20bags%20industry" title=" plastic bags industry"> plastic bags industry</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20stream%20map" title=" value stream map"> value stream map</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20flow" title=" process flow"> process flow</a> </p> <a href="https://publications.waset.org/abstracts/91127/lean-manufacturing-implementation-in-fused-plastic-bags-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/91127.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">175</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3</span> The Relationship between Organizational Culture and Application of Management Accounting Innovation: Evidence from Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zohreh%20Hajiha">Zohreh Hajiha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Culture affects the ability of the organization in expressing and achieving the goals. Organizational culture influences the selection of instruments applied in the management of organizations. All the instruments applied in organizations to control, promote and create innovations are influenced by organizational culture. This research studies organizational culture based on the cultural model of Muijen and its relationship with applying management accounting innovations in Iranian listed firms. Management accounting innovations of this study include activity-based costing, activity-based management, balanced scorecard, target costing, standard costing, quality costing, Kaizen costing and dimensions of organizational culture include support orientation, innovation orientation, rules orientation and goal orientation. 105 questionnaires were sent to financial executives of production companies and 73 questionnaires were returned. The findings show that there is a significant difference between organizational culture of firms that have applied management accounting innovations and those which have used these innovations less. Also, dimensions of support orientation and culture goal orientation are the highest in groups that apply management accounting innovations. The findings suggest that proper organization culture could promote the use od management accounting tools in Iranian firms. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20accounting" title=" management accounting"> management accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=muijen%20model" title=" muijen model"> muijen model</a> </p> <a href="https://publications.waset.org/abstracts/33112/the-relationship-between-organizational-culture-and-application-of-management-accounting-innovation-evidence-from-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33112.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">360</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2</span> The Core Obstacles of Continuous Improvement Implementation: Some Key Findings from Health and Education Sectors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdullah%20Alhaqbani">Abdullah Alhaqbani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Implementing continuous improvement is a challenge that public sector organisations face in becoming successful. Many obstacles hinder public organisations from successfully implementing continuous improvement. This paper aims to highlight the key core obstacles that face public organisations to implement continuous improvement programmes. Approach: Based on the literature, this paper reviews 66 papers that were published between 2000 and 2013 and that focused on the concept of continuous improvement and improvement methodologies in the context of public sector organisations. The methodologies for continuous improvement covered in these papers include Total Quality Management, Six Sigma, process re-engineering, lean thinking and Kaizen. Findings: Of the 24 obstacles found in the literature, 11 barriers were seen as core barriers that frequently occurred in public sector organisations. The findings indicate that lack of top management commitment; organisational culture and political issues and resistance to change are significant obstacles for improvement programmes. Moreover, this review found that improvement methodologies share some core barriers to successful implementation within public organisations. These barriers as well are common in the different geographic area. For instance lack of top management commitment and training that found in the education sector in Albanian are common barriers of improvement studies in Kuwait, Saudi Arabia, Spain, UK and US. Practical implications: Understanding these core issues and barriers will help managers of public organisations to improve their strategies with respect to continuous improvement. Thus, this review highlights the core issues that prevent a successful continuous improvement journey within the public sector. Value: Identifying and understanding the common obstacles to successfully implementing continuous improvement in the public sector will help public organisations to learn how to improve in launching and successfully sustaining such programmes. However, this is not the end; rather, it is just the beginning of a longer improvement journey. Thus, it is intended that this review will identify key learning opportunities for public sector organisations in developing nations which will then be tested via further research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=obstacles" title=" obstacles"> obstacles</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a> </p> <a href="https://publications.waset.org/abstracts/38282/the-core-obstacles-of-continuous-improvement-implementation-some-key-findings-from-health-and-education-sectors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38282.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">348</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1</span> Analysis of the Production Time in a Pharmaceutical Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hanen%20Khanchel">Hanen Khanchel</a>, <a href="https://publications.waset.org/abstracts/search?q=Karim%20Ben%20Kahla"> Karim Ben Kahla</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Pharmaceutical companies are facing competition. Indeed, the price differences between competing products can be such that it becomes difficult to compensate them by differences in value added. The conditions of competition are no longer homogeneous for the players involved. The price of a product is a given that puts a company and its customer face to face. However, price fixing obliges the company to consider internal factors relating to production costs and external factors such as customer attitudes, the existence of regulations and the structure of the market on which the firm evolved. In setting the selling price, the company must first take into account internal factors relating to its costs: costs of production fall into two categories, fixed costs and variable costs that depend on the quantities produced. The company cannot consider selling below what it costs the product. It, therefore, calculates the unit cost of production to which it adds the unit cost of distribution, enabling it to know the unit cost of production of the product. The company adds its margin and thus determines its selling price. The margin is used to remunerate the capital providers and to finance the activity of the company and its investments. Production costs are related to the quantities produced: large-scale production generally reduces the unit cost of production, which is an asset for companies with mass production markets. This shows that small and medium-sized companies with limited market segments need to make greater efforts to ensure their profit margins. As a result, and faced with high and low market prices for raw materials and increasing staff costs, the company must seek to optimize its production time in order to reduce loads and eliminate waste. Then, the customer pays only value added. Thus, and based on this principle we decided to create a project that deals with the problem of waste in our company, and having as objectives the reduction of production costs and improvement of performance indicators. This paper presents the implementation of the Value Stream Mapping (VSM) project in a pharmaceutical company. It is structured as follows: 1) determination of the family of products, 2) drawing of the current state, 3) drawing of the future state, 4) action plan and implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=VSM" title="VSM">VSM</a>, <a href="https://publications.waset.org/abstracts/search?q=waste" title=" waste"> waste</a>, <a href="https://publications.waset.org/abstracts/search?q=production%20time" title=" production time"> production time</a>, <a href="https://publications.waset.org/abstracts/search?q=kaizen" title=" kaizen"> kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=cartography" title=" cartography"> cartography</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement" title=" improvement"> improvement</a> </p> <a href="https://publications.waset.org/abstracts/98720/analysis-of-the-production-time-in-a-pharmaceutical-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/98720.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">150</span> </span> </div> </div> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a href="https://waset.org/disciplines">Disciplines</a></li> <li><a href="https://waset.org/conferences">Conferences</a></li> <li><a href="https://waset.org/conference-programs">Conference Program</a></li> <li><a href="https://waset.org/committees">Committees</a></li> <li><a href="https://publications.waset.org">Publications</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Research <li><a href="https://publications.waset.org/abstracts">Abstracts</a></li> <li><a href="https://publications.waset.org">Periodicals</a></li> <li><a href="https://publications.waset.org/archive">Archive</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Open Science <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Philosophy.pdf">Open Science Philosophy</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Award.pdf">Open Science Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Society-Open-Science-and-Open-Innovation.pdf">Open Innovation</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Postdoctoral-Fellowship-Award.pdf">Postdoctoral Fellowship Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Scholarly-Research-Review.pdf">Scholarly Research Review</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Support <li><a href="https://waset.org/page/support">Support</a></li> <li><a href="https://waset.org/profile/messages/create">Contact Us</a></li> <li><a href="https://waset.org/profile/messages/create">Report Abuse</a></li> </ul> </div> </div> </div> </div> </div> <div class="container text-center"> <hr style="margin-top:0;margin-bottom:.3rem;"> <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" class="text-muted small">Creative Commons Attribution 4.0 International License</a> <div id="copy" class="mt-2">© 2024 World Academy of Science, Engineering and Technology</div> </div> </footer> <a href="javascript:" id="return-to-top"><i class="fas fa-arrow-up"></i></a> <div class="modal" id="modal-template"> <div class="modal-dialog"> <div class="modal-content"> <div class="row m-0 mt-1"> <div class="col-md-12"> <button type="button" class="close" data-dismiss="modal" aria-label="Close"><span aria-hidden="true">×</span></button> </div> </div> <div class="modal-body"></div> </div> </div> </div> <script src="https://cdn.waset.org/static/plugins/jquery-3.3.1.min.js"></script> <script src="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/js/bootstrap.bundle.min.js"></script> <script src="https://cdn.waset.org/static/js/site.js?v=150220211556"></script> <script> jQuery(document).ready(function() { /*jQuery.get("https://publications.waset.org/xhr/user-menu", function (response) { jQuery('#mainNavMenu').append(response); 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