Kaizen Philosophy in a Modern Day Business
Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually re...
Ausführliche Beschreibung
Autor*in: |
Demirbas, Dilek [verfasserIn] Blackburn, Rhys [verfasserIn] Bennett, David [verfasserIn] |
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Format: |
E-Book |
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Sprache: |
Unbestimmt |
Erschienen: |
Istanbul, Turkiye: Istanbul University Press ; 2020 |
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Rechteinformationen: |
Open Access Creative Commons ; https://creativecommons.org/licenses/by-nc/4.0 |
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Schlagwörter: |
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Umfang: |
1 Online-Ressource (53 p.) |
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Links: | |
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ISBN: |
978-605-07-0699-4 978-605-07-0689-5 |
Katalog-ID: |
1832250792 |
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520 | |a Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective | ||
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9786050706994 978-605-07-0699-4 9786050706895 978-605-07-0689-5 20.500.12854/92986 hdl (DE-627)1832250792 (DE-599)KEP083941851 (OCoLC)1366292405 (DOAB)92986 (EBP)083941851 DE-627 ger DE-627 rda und KJ bicssc Demirbas, Dilek verfasserin aut Kaizen Philosophy in a Modern Day Business Istanbul, Turkiye Istanbul University Press 2020 1 Online-Ressource (53 p.) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Open Access Unrestricted online access star Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective Creative Commons https://creativecommons.org/licenses/by-nc/4.0 cc English Business & management Blackburn, Rhys verfasserin aut Bennett, David verfasserin aut https://directory.doabooks.org/handle/20.500.12854/92986 X:DOAB Verlag kostenfrei ZDB-94-OAB GBV_ILN_11 ISIL_DE-1a SYSFLAG_1 GBV_KXP GBV_ILN_20 ISIL_DE-84 GBV_ILN_22 ISIL_DE-18 GBV_ILN_23 ISIL_DE-830 GBV_ILN_24 ISIL_DE-8 GBV_ILN_30 ISIL_DE-104 GBV_ILN_31 ISIL_DE-27 GBV_ILN_39 ISIL_DE-547 GBV_ILN_40 ISIL_DE-7 GBV_ILN_60 ISIL_DE-705 GBV_ILN_63 ISIL_DE-Wim2 GBV_ILN_65 ISIL_DE-3 GBV_ILN_70 ISIL_DE-89 GBV_ILN_72 ISIL_DE-35 GBV_ILN_90 ISIL_DE-Hil2 GBV_ILN_91 ISIL_DE-HIL3 GBV_ILN_92 ISIL_DE-33 GBV_ILN_95 ISIL_DE-542 GBV_ILN_105 ISIL_DE-841 GBV_ILN_110 ISIL_DE-Luen4 GBV_ILN_130 ISIL_DE-700 GBV_ILN_131 ISIL_DE-Va1 GBV_ILN_132 ISIL_DE-959 GBV_ILN_136 ISIL_DE-Wis1 GBV_ILN_147 ISIL_DE-Fl3 GBV_ILN_161 ISIL_DE-960 GBV_ILN_213 ISIL_DE-551 GBV_ILN_230 ISIL_DE-552 GBV_ILN_283 ISIL_DE-Ha163 GBV_ILN_285 ISIL_DE-517 GBV_ILN_293 ISIL_DE-960-3 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_635 ISIL_DE-B2138 GBV_ILN_808 GBV_ILN_2011 ISIL_DE-16 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2018 ISIL_DE-31 GBV_ILN_2034 ISIL_DE-Rt2 GBV_ILN_2037 ISIL_DE-747 GBV_ILN_2050 ISIL_DE-Zi4 GBV_ILN_2108 ISIL_DE-991 GBV_ILN_2403 ISIL_DE-LFER BO 11 01 0001 4258564087 00 5:LIZFREI --%%-- --%%-- --%%-- k 01-02-23 20 01 0084 4259713876 OLR-DOAB z 01-02-23 22 01 0018 4258890456 OLR-ZDB-94-OAB DOAB Directory of Open Access Books zu 01-02-23 23 01 0830 4259376314 olr-doab f z 01-02-23 24 01 0008 426036250X OLR-doab z 01-02-23 30 01 0104 425987506X OLR-OAB Open Access, Directory of Open Access Books (DOAB) z 01-02-23 31 01 0027 4259051008 OLR-DOAB z 01-02-23 39 01 0547 426003765X OLR-ZDB-94-OAB ke 01-02-23 40 01 0007 4258729884 OLR-DOAB xsn 01-02-23 60 01 0705 4276476313 OPENAccess Vervielfältigungen (z.B. 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9786050706994 978-605-07-0699-4 9786050706895 978-605-07-0689-5 20.500.12854/92986 hdl (DE-627)1832250792 (DE-599)KEP083941851 (OCoLC)1366292405 (DOAB)92986 (EBP)083941851 DE-627 ger DE-627 rda und KJ bicssc Demirbas, Dilek verfasserin aut Kaizen Philosophy in a Modern Day Business Istanbul, Turkiye Istanbul University Press 2020 1 Online-Ressource (53 p.) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Open Access Unrestricted online access star Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective Creative Commons https://creativecommons.org/licenses/by-nc/4.0 cc English Business & management Blackburn, Rhys verfasserin aut Bennett, David verfasserin aut https://directory.doabooks.org/handle/20.500.12854/92986 X:DOAB Verlag kostenfrei ZDB-94-OAB GBV_ILN_11 ISIL_DE-1a SYSFLAG_1 GBV_KXP GBV_ILN_20 ISIL_DE-84 GBV_ILN_22 ISIL_DE-18 GBV_ILN_23 ISIL_DE-830 GBV_ILN_24 ISIL_DE-8 GBV_ILN_30 ISIL_DE-104 GBV_ILN_31 ISIL_DE-27 GBV_ILN_39 ISIL_DE-547 GBV_ILN_40 ISIL_DE-7 GBV_ILN_60 ISIL_DE-705 GBV_ILN_63 ISIL_DE-Wim2 GBV_ILN_65 ISIL_DE-3 GBV_ILN_70 ISIL_DE-89 GBV_ILN_72 ISIL_DE-35 GBV_ILN_90 ISIL_DE-Hil2 GBV_ILN_91 ISIL_DE-HIL3 GBV_ILN_92 ISIL_DE-33 GBV_ILN_95 ISIL_DE-542 GBV_ILN_105 ISIL_DE-841 GBV_ILN_110 ISIL_DE-Luen4 GBV_ILN_130 ISIL_DE-700 GBV_ILN_131 ISIL_DE-Va1 GBV_ILN_132 ISIL_DE-959 GBV_ILN_136 ISIL_DE-Wis1 GBV_ILN_147 ISIL_DE-Fl3 GBV_ILN_161 ISIL_DE-960 GBV_ILN_213 ISIL_DE-551 GBV_ILN_230 ISIL_DE-552 GBV_ILN_283 ISIL_DE-Ha163 GBV_ILN_285 ISIL_DE-517 GBV_ILN_293 ISIL_DE-960-3 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_635 ISIL_DE-B2138 GBV_ILN_808 GBV_ILN_2011 ISIL_DE-16 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2018 ISIL_DE-31 GBV_ILN_2034 ISIL_DE-Rt2 GBV_ILN_2037 ISIL_DE-747 GBV_ILN_2050 ISIL_DE-Zi4 GBV_ILN_2108 ISIL_DE-991 GBV_ILN_2403 ISIL_DE-LFER BO 11 01 0001 4258564087 00 5:LIZFREI --%%-- --%%-- --%%-- k 01-02-23 20 01 0084 4259713876 OLR-DOAB z 01-02-23 22 01 0018 4258890456 OLR-ZDB-94-OAB DOAB Directory of Open Access Books zu 01-02-23 23 01 0830 4259376314 olr-doab f z 01-02-23 24 01 0008 426036250X OLR-doab z 01-02-23 30 01 0104 425987506X OLR-OAB Open Access, Directory of Open Access Books (DOAB) z 01-02-23 31 01 0027 4259051008 OLR-DOAB z 01-02-23 39 01 0547 426003765X OLR-ZDB-94-OAB ke 01-02-23 40 01 0007 4258729884 OLR-DOAB xsn 01-02-23 60 01 0705 4276476313 OPENAccess Vervielfältigungen (z.B. 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Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. z 11-04-24 808 01 4808 4259552791 OLR-DOAB DOAB Directory of Open Access Books zg 01-02-23 2011 01 DE-16 4254478372 00 --%%-- --%%-- --%%-- --%%-- l01 29-01-23 2014 01 DE-90 4254747594 00 --%%-- --%%-- --%%-- --%%-- l01 30-01-23 2018 01 DE-31 4254478380 00 --%%-- --%%-- --%%-- n Der Zugriff ist kostenfrei möglich. l01 29-01-23 2034 01 DE-Rt2 4254478399 00 --%%-- eBook n n frei zugänglich l01 29-01-23 2037 01 DE-747 4344800192 00 --%%-- eBook OAPEN Foundation OpenAccess --%%-- n Im Internet frei verfügbar l01 29-06-23 2050 01 DE-Zi4 4254747608 00 --%%-- --%%-- --%%-- n Elektronischer Volltext - Open Access l01 30-01-23 2108 01 DE-991 4254478402 00 --%%-- eBook DOAB --%%-- n Elektronischer Volltext - Campuslizenz l01 29-01-23 2403 01 DE-LFER 4254747616 00 --%%-- --%%-- n --%%-- l01 30-01-23 20 01 0084 https://directory.doabooks.org/handle/20.500.12854/92986 22 01 0018 Volltextzugang https://directory.doabooks.org/handle/20.500.12854/92986 23 01 0830 https://directory.doabooks.org/handle/20.500.12854/92986 24 01 0008 https://directory.doabooks.org/handle/20.500.12854/92986 30 01 0104 https://directory.doabooks.org/handle/20.500.12854/92986 31 01 0027 https://directory.doabooks.org/handle/20.500.12854/92986 40 01 0007 Volltext, Open Access https://directory.doabooks.org/handle/20.500.12854/92986 60 01 0705 https://directory.doabooks.org/handle/20.500.12854/92986 63 01 3401 E-Book https://directory.doabooks.org/handle/20.500.12854/92986 65 01 0003 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 65 01 0003 Dieser Titel ist Teil einer Datenbank http://www.bibliothek.uni-regensburg.de/dbinfo/detail.php?titel_id=11367&bib_id=ulb_hal 70 01 0089 https://directory.doabooks.org/handle/20.500.12854/92986 72 01 0035 https://directory.doabooks.org/handle/20.500.12854/92986 90 01 3090 https://directory.doabooks.org/handle/20.500.12854/92986 91 01 3091 https://directory.doabooks.org/handle/20.500.12854/92986 92 01 0033 https://directory.doabooks.org/handle/20.500.12854/92986 95 01 3095 https://directory.doabooks.org/handle/20.500.12854/92986 105 01 0841 https://directory.doabooks.org/handle/20.500.12854/92986 110 01 3110 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 130 01 0700 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 131 01 3131 https://directory.doabooks.org/handle/20.500.12854/92986 132 01 0959 https://directory.doabooks.org/handle/20.500.12854/92986 136 01 3526 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 147 01 3528 https://directory.doabooks.org/handle/20.500.12854/92986 161 01 0960 https://directory.doabooks.org/handle/20.500.12854/92986 LF 213 01 0551 https://directory.doabooks.org/handle/20.500.12854/92986 230 01 0552 https://directory.doabooks.org/handle/20.500.12854/92986 283 01 3283 https://directory.doabooks.org/handle/20.500.12854/92986 285 01 0517 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 293 01 3293 https://directory.doabooks.org/handle/20.500.12854/92986 LF 370 01 4370 https://directory.doabooks.org/handle/20.500.12854/92986 635 01 3635 https://directory.doabooks.org/handle/20.500.12854/92986 808 01 4808 Volltextzugang https://directory.doabooks.org/handle/20.500.12854/92986 2011 01 DE-16 https://directory.doabooks.org/handle/20.500.12854/92986 2014 01 DE-90 Volltext frei verfügbar https://directory.doabooks.org/handle/20.500.12854/92986 2034 01 DE-Rt2 https://directory.doabooks.org/handle/20.500.12854/92986 2037 01 DE-747 https://directory.doabooks.org/handle/20.500.12854/92986 2050 01 DE-Zi4 https://directory.doabooks.org/handle/20.500.12854/92986 2108 01 DE-991 https://directory.doabooks.org/handle/20.500.12854/92986 2403 01 DE-LFER https://directory.doabooks.org/handle/20.500.12854/92986 31 01 0027 00 E-Book Open Access 132 01 0959 00 EBooks DOAB Open Access 20 01 0084 OLR-DOAB 22 01 0018 OLR-ZDB-94-OAB 23 01 0830 olr-doab 24 01 0008 OLR-doab 24 01 0008 olr-frei 30 01 0104 OLR-OAB 31 01 0027 OLR-DOAB 39 01 0547 OLR-ZDB-94-OAB 39 01 0547 LF 40 01 0007 OLR-DOAB 60 01 0705 OPENAccess 63 01 3401 E-Books LF GBV-DOAB 65 01 0003 OLR-DOAB 70 01 0089 OLR-DOAB-OA 72 01 0035 OLR-ZDB-94-OAB 90 01 3090 OLR-HILoapen 91 01 3091 OLR-DOAB 92 01 0033 OLR-Open Access DOAB 95 01 3095 OLR-OAB 105 01 0841 OLR-OAB 110 01 3110 OLR-DOAB 130 01 0700 OLR-DOAB 131 01 3131 OLR-OA-DOAB 132 01 0959 OLR-OAB 136 01 3526 OLR-DOAB 147 01 3528 OLR-DOAB 161 01 0960 OLR-DOAB 213 01 0551 OLR-DOAB 230 01 0552 OLR-DOAB 285 01 0517 OLR-DOAB 293 01 3293 OLR-DOAB 370 01 4370 OLR-FREE 370 01 4370 olr-ebook ZDB-94-OAB 635 01 3635 OLR-DOAB 808 01 4808 OLR-DOAB |
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9786050706994 978-605-07-0699-4 9786050706895 978-605-07-0689-5 20.500.12854/92986 hdl (DE-627)1832250792 (DE-599)KEP083941851 (OCoLC)1366292405 (DOAB)92986 (EBP)083941851 DE-627 ger DE-627 rda und KJ bicssc Demirbas, Dilek verfasserin aut Kaizen Philosophy in a Modern Day Business Istanbul, Turkiye Istanbul University Press 2020 1 Online-Ressource (53 p.) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Open Access Unrestricted online access star Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective Creative Commons https://creativecommons.org/licenses/by-nc/4.0 cc English Business & management Blackburn, Rhys verfasserin aut Bennett, David verfasserin aut https://directory.doabooks.org/handle/20.500.12854/92986 X:DOAB Verlag kostenfrei ZDB-94-OAB GBV_ILN_11 ISIL_DE-1a SYSFLAG_1 GBV_KXP GBV_ILN_20 ISIL_DE-84 GBV_ILN_22 ISIL_DE-18 GBV_ILN_23 ISIL_DE-830 GBV_ILN_24 ISIL_DE-8 GBV_ILN_30 ISIL_DE-104 GBV_ILN_31 ISIL_DE-27 GBV_ILN_39 ISIL_DE-547 GBV_ILN_40 ISIL_DE-7 GBV_ILN_60 ISIL_DE-705 GBV_ILN_63 ISIL_DE-Wim2 GBV_ILN_65 ISIL_DE-3 GBV_ILN_70 ISIL_DE-89 GBV_ILN_72 ISIL_DE-35 GBV_ILN_90 ISIL_DE-Hil2 GBV_ILN_91 ISIL_DE-HIL3 GBV_ILN_92 ISIL_DE-33 GBV_ILN_95 ISIL_DE-542 GBV_ILN_105 ISIL_DE-841 GBV_ILN_110 ISIL_DE-Luen4 GBV_ILN_130 ISIL_DE-700 GBV_ILN_131 ISIL_DE-Va1 GBV_ILN_132 ISIL_DE-959 GBV_ILN_136 ISIL_DE-Wis1 GBV_ILN_147 ISIL_DE-Fl3 GBV_ILN_161 ISIL_DE-960 GBV_ILN_213 ISIL_DE-551 GBV_ILN_230 ISIL_DE-552 GBV_ILN_283 ISIL_DE-Ha163 GBV_ILN_285 ISIL_DE-517 GBV_ILN_293 ISIL_DE-960-3 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_635 ISIL_DE-B2138 GBV_ILN_808 GBV_ILN_2011 ISIL_DE-16 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2018 ISIL_DE-31 GBV_ILN_2034 ISIL_DE-Rt2 GBV_ILN_2037 ISIL_DE-747 GBV_ILN_2050 ISIL_DE-Zi4 GBV_ILN_2108 ISIL_DE-991 GBV_ILN_2403 ISIL_DE-LFER BO 11 01 0001 4258564087 00 5:LIZFREI --%%-- --%%-- --%%-- k 01-02-23 20 01 0084 4259713876 OLR-DOAB z 01-02-23 22 01 0018 4258890456 OLR-ZDB-94-OAB DOAB Directory of Open Access Books zu 01-02-23 23 01 0830 4259376314 olr-doab f z 01-02-23 24 01 0008 426036250X OLR-doab z 01-02-23 30 01 0104 425987506X OLR-OAB Open Access, Directory of Open Access Books (DOAB) z 01-02-23 31 01 0027 4259051008 OLR-DOAB z 01-02-23 39 01 0547 426003765X OLR-ZDB-94-OAB ke 01-02-23 40 01 0007 4258729884 OLR-DOAB xsn 01-02-23 60 01 0705 4276476313 OPENAccess Vervielfältigungen (z.B. 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Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. z 11-04-24 808 01 4808 4259552791 OLR-DOAB DOAB Directory of Open Access Books zg 01-02-23 2011 01 DE-16 4254478372 00 --%%-- --%%-- --%%-- --%%-- l01 29-01-23 2014 01 DE-90 4254747594 00 --%%-- --%%-- --%%-- --%%-- l01 30-01-23 2018 01 DE-31 4254478380 00 --%%-- --%%-- --%%-- n Der Zugriff ist kostenfrei möglich. l01 29-01-23 2034 01 DE-Rt2 4254478399 00 --%%-- eBook n n frei zugänglich l01 29-01-23 2037 01 DE-747 4344800192 00 --%%-- eBook OAPEN Foundation OpenAccess --%%-- n Im Internet frei verfügbar l01 29-06-23 2050 01 DE-Zi4 4254747608 00 --%%-- --%%-- --%%-- n Elektronischer Volltext - Open Access l01 30-01-23 2108 01 DE-991 4254478402 00 --%%-- eBook DOAB --%%-- n Elektronischer Volltext - Campuslizenz l01 29-01-23 2403 01 DE-LFER 4254747616 00 --%%-- --%%-- n --%%-- l01 30-01-23 20 01 0084 https://directory.doabooks.org/handle/20.500.12854/92986 22 01 0018 Volltextzugang https://directory.doabooks.org/handle/20.500.12854/92986 23 01 0830 https://directory.doabooks.org/handle/20.500.12854/92986 24 01 0008 https://directory.doabooks.org/handle/20.500.12854/92986 30 01 0104 https://directory.doabooks.org/handle/20.500.12854/92986 31 01 0027 https://directory.doabooks.org/handle/20.500.12854/92986 40 01 0007 Volltext, Open Access https://directory.doabooks.org/handle/20.500.12854/92986 60 01 0705 https://directory.doabooks.org/handle/20.500.12854/92986 63 01 3401 E-Book https://directory.doabooks.org/handle/20.500.12854/92986 65 01 0003 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 65 01 0003 Dieser Titel ist Teil einer Datenbank http://www.bibliothek.uni-regensburg.de/dbinfo/detail.php?titel_id=11367&bib_id=ulb_hal 70 01 0089 https://directory.doabooks.org/handle/20.500.12854/92986 72 01 0035 https://directory.doabooks.org/handle/20.500.12854/92986 90 01 3090 https://directory.doabooks.org/handle/20.500.12854/92986 91 01 3091 https://directory.doabooks.org/handle/20.500.12854/92986 92 01 0033 https://directory.doabooks.org/handle/20.500.12854/92986 95 01 3095 https://directory.doabooks.org/handle/20.500.12854/92986 105 01 0841 https://directory.doabooks.org/handle/20.500.12854/92986 110 01 3110 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 130 01 0700 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 131 01 3131 https://directory.doabooks.org/handle/20.500.12854/92986 132 01 0959 https://directory.doabooks.org/handle/20.500.12854/92986 136 01 3526 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 147 01 3528 https://directory.doabooks.org/handle/20.500.12854/92986 161 01 0960 https://directory.doabooks.org/handle/20.500.12854/92986 LF 213 01 0551 https://directory.doabooks.org/handle/20.500.12854/92986 230 01 0552 https://directory.doabooks.org/handle/20.500.12854/92986 283 01 3283 https://directory.doabooks.org/handle/20.500.12854/92986 285 01 0517 Open Access https://directory.doabooks.org/handle/20.500.12854/92986 293 01 3293 https://directory.doabooks.org/handle/20.500.12854/92986 LF 370 01 4370 https://directory.doabooks.org/handle/20.500.12854/92986 635 01 3635 https://directory.doabooks.org/handle/20.500.12854/92986 808 01 4808 Volltextzugang https://directory.doabooks.org/handle/20.500.12854/92986 2011 01 DE-16 https://directory.doabooks.org/handle/20.500.12854/92986 2014 01 DE-90 Volltext frei verfügbar https://directory.doabooks.org/handle/20.500.12854/92986 2034 01 DE-Rt2 https://directory.doabooks.org/handle/20.500.12854/92986 2037 01 DE-747 https://directory.doabooks.org/handle/20.500.12854/92986 2050 01 DE-Zi4 https://directory.doabooks.org/handle/20.500.12854/92986 2108 01 DE-991 https://directory.doabooks.org/handle/20.500.12854/92986 2403 01 DE-LFER https://directory.doabooks.org/handle/20.500.12854/92986 31 01 0027 00 E-Book Open Access 132 01 0959 00 EBooks DOAB Open Access 20 01 0084 OLR-DOAB 22 01 0018 OLR-ZDB-94-OAB 23 01 0830 olr-doab 24 01 0008 OLR-doab 24 01 0008 olr-frei 30 01 0104 OLR-OAB 31 01 0027 OLR-DOAB 39 01 0547 OLR-ZDB-94-OAB 39 01 0547 LF 40 01 0007 OLR-DOAB 60 01 0705 OPENAccess 63 01 3401 E-Books LF GBV-DOAB 65 01 0003 OLR-DOAB 70 01 0089 OLR-DOAB-OA 72 01 0035 OLR-ZDB-94-OAB 90 01 3090 OLR-HILoapen 91 01 3091 OLR-DOAB 92 01 0033 OLR-Open Access DOAB 95 01 3095 OLR-OAB 105 01 0841 OLR-OAB 110 01 3110 OLR-DOAB 130 01 0700 OLR-DOAB 131 01 3131 OLR-OA-DOAB 132 01 0959 OLR-OAB 136 01 3526 OLR-DOAB 147 01 3528 OLR-DOAB 161 01 0960 OLR-DOAB 213 01 0551 OLR-DOAB 230 01 0552 OLR-DOAB 285 01 0517 OLR-DOAB 293 01 3293 OLR-DOAB 370 01 4370 OLR-FREE 370 01 4370 olr-ebook ZDB-94-OAB 635 01 3635 OLR-DOAB 808 01 4808 OLR-DOAB |
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9786050706994 978-605-07-0699-4 9786050706895 978-605-07-0689-5 20.500.12854/92986 hdl (DE-627)1832250792 (DE-599)KEP083941851 (OCoLC)1366292405 (DOAB)92986 (EBP)083941851 DE-627 ger DE-627 rda und KJ bicssc Demirbas, Dilek verfasserin aut Kaizen Philosophy in a Modern Day Business Istanbul, Turkiye Istanbul University Press 2020 1 Online-Ressource (53 p.) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Open Access Unrestricted online access star Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective Creative Commons https://creativecommons.org/licenses/by-nc/4.0 cc English Business & management Blackburn, Rhys verfasserin aut Bennett, David verfasserin aut https://directory.doabooks.org/handle/20.500.12854/92986 X:DOAB Verlag kostenfrei ZDB-94-OAB GBV_ILN_11 ISIL_DE-1a SYSFLAG_1 GBV_KXP GBV_ILN_20 ISIL_DE-84 GBV_ILN_22 ISIL_DE-18 GBV_ILN_23 ISIL_DE-830 GBV_ILN_24 ISIL_DE-8 GBV_ILN_30 ISIL_DE-104 GBV_ILN_31 ISIL_DE-27 GBV_ILN_39 ISIL_DE-547 GBV_ILN_40 ISIL_DE-7 GBV_ILN_60 ISIL_DE-705 GBV_ILN_63 ISIL_DE-Wim2 GBV_ILN_65 ISIL_DE-3 GBV_ILN_70 ISIL_DE-89 GBV_ILN_72 ISIL_DE-35 GBV_ILN_90 ISIL_DE-Hil2 GBV_ILN_91 ISIL_DE-HIL3 GBV_ILN_92 ISIL_DE-33 GBV_ILN_95 ISIL_DE-542 GBV_ILN_105 ISIL_DE-841 GBV_ILN_110 ISIL_DE-Luen4 GBV_ILN_130 ISIL_DE-700 GBV_ILN_131 ISIL_DE-Va1 GBV_ILN_132 ISIL_DE-959 GBV_ILN_136 ISIL_DE-Wis1 GBV_ILN_147 ISIL_DE-Fl3 GBV_ILN_161 ISIL_DE-960 GBV_ILN_213 ISIL_DE-551 GBV_ILN_230 ISIL_DE-552 GBV_ILN_283 ISIL_DE-Ha163 GBV_ILN_285 ISIL_DE-517 GBV_ILN_293 ISIL_DE-960-3 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_635 ISIL_DE-B2138 GBV_ILN_808 GBV_ILN_2011 ISIL_DE-16 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2018 ISIL_DE-31 GBV_ILN_2034 ISIL_DE-Rt2 GBV_ILN_2037 ISIL_DE-747 GBV_ILN_2050 ISIL_DE-Zi4 GBV_ILN_2108 ISIL_DE-991 GBV_ILN_2403 ISIL_DE-LFER BO 11 01 0001 4258564087 00 5:LIZFREI --%%-- --%%-- --%%-- k 01-02-23 20 01 0084 4259713876 OLR-DOAB z 01-02-23 22 01 0018 4258890456 OLR-ZDB-94-OAB DOAB Directory of Open Access Books zu 01-02-23 23 01 0830 4259376314 olr-doab f z 01-02-23 24 01 0008 426036250X OLR-doab z 01-02-23 30 01 0104 425987506X OLR-OAB Open Access, Directory of Open Access Books (DOAB) z 01-02-23 31 01 0027 4259051008 OLR-DOAB z 01-02-23 39 01 0547 426003765X OLR-ZDB-94-OAB ke 01-02-23 40 01 0007 4258729884 OLR-DOAB xsn 01-02-23 60 01 0705 4276476313 OPENAccess Vervielfältigungen (z.B. 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9786050706994 978-605-07-0699-4 9786050706895 978-605-07-0689-5 20.500.12854/92986 hdl (DE-627)1832250792 (DE-599)KEP083941851 (OCoLC)1366292405 (DOAB)92986 (EBP)083941851 DE-627 ger DE-627 rda und KJ bicssc Demirbas, Dilek verfasserin aut Kaizen Philosophy in a Modern Day Business Istanbul, Turkiye Istanbul University Press 2020 1 Online-Ressource (53 p.) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Open Access Unrestricted online access star Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective Creative Commons https://creativecommons.org/licenses/by-nc/4.0 cc English Business & management Blackburn, Rhys verfasserin aut Bennett, David verfasserin aut https://directory.doabooks.org/handle/20.500.12854/92986 X:DOAB Verlag kostenfrei ZDB-94-OAB GBV_ILN_11 ISIL_DE-1a SYSFLAG_1 GBV_KXP GBV_ILN_20 ISIL_DE-84 GBV_ILN_22 ISIL_DE-18 GBV_ILN_23 ISIL_DE-830 GBV_ILN_24 ISIL_DE-8 GBV_ILN_30 ISIL_DE-104 GBV_ILN_31 ISIL_DE-27 GBV_ILN_39 ISIL_DE-547 GBV_ILN_40 ISIL_DE-7 GBV_ILN_60 ISIL_DE-705 GBV_ILN_63 ISIL_DE-Wim2 GBV_ILN_65 ISIL_DE-3 GBV_ILN_70 ISIL_DE-89 GBV_ILN_72 ISIL_DE-35 GBV_ILN_90 ISIL_DE-Hil2 GBV_ILN_91 ISIL_DE-HIL3 GBV_ILN_92 ISIL_DE-33 GBV_ILN_95 ISIL_DE-542 GBV_ILN_105 ISIL_DE-841 GBV_ILN_110 ISIL_DE-Luen4 GBV_ILN_130 ISIL_DE-700 GBV_ILN_131 ISIL_DE-Va1 GBV_ILN_132 ISIL_DE-959 GBV_ILN_136 ISIL_DE-Wis1 GBV_ILN_147 ISIL_DE-Fl3 GBV_ILN_161 ISIL_DE-960 GBV_ILN_213 ISIL_DE-551 GBV_ILN_230 ISIL_DE-552 GBV_ILN_283 ISIL_DE-Ha163 GBV_ILN_285 ISIL_DE-517 GBV_ILN_293 ISIL_DE-960-3 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_635 ISIL_DE-B2138 GBV_ILN_808 GBV_ILN_2011 ISIL_DE-16 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2018 ISIL_DE-31 GBV_ILN_2034 ISIL_DE-Rt2 GBV_ILN_2037 ISIL_DE-747 GBV_ILN_2050 ISIL_DE-Zi4 GBV_ILN_2108 ISIL_DE-991 GBV_ILN_2403 ISIL_DE-LFER BO 11 01 0001 4258564087 00 5:LIZFREI --%%-- --%%-- --%%-- k 01-02-23 20 01 0084 4259713876 OLR-DOAB z 01-02-23 22 01 0018 4258890456 OLR-ZDB-94-OAB DOAB Directory of Open Access Books zu 01-02-23 23 01 0830 4259376314 olr-doab f z 01-02-23 24 01 0008 426036250X OLR-doab z 01-02-23 30 01 0104 425987506X OLR-OAB Open Access, Directory of Open Access Books (DOAB) z 01-02-23 31 01 0027 4259051008 OLR-DOAB z 01-02-23 39 01 0547 426003765X OLR-ZDB-94-OAB ke 01-02-23 40 01 0007 4258729884 OLR-DOAB xsn 01-02-23 60 01 0705 4276476313 OPENAccess Vervielfältigungen (z.B. 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As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. 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Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">285</subfield><subfield code="1">01</subfield><subfield code="x">0517</subfield><subfield code="b">426088056X</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">293</subfield><subfield code="1">01</subfield><subfield code="x">3293</subfield><subfield code="b">4256003991</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">DOAB Directory of Open Access Books</subfield><subfield code="y">z</subfield><subfield code="z">31-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">370</subfield><subfield code="1">01</subfield><subfield code="x">4370</subfield><subfield code="b">4257041331</subfield><subfield code="h">OLR-FREE</subfield><subfield code="k">Kostenloser Zugriff</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">635</subfield><subfield code="1">01</subfield><subfield code="x">3635</subfield><subfield code="b">4510768125</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">Open Access. Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. 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ind2=" "><subfield code="2">2014</subfield><subfield code="1">01</subfield><subfield code="x">DE-90</subfield><subfield code="b">4254747594</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">--%%--</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">30-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2018</subfield><subfield code="1">01</subfield><subfield code="x">DE-31</subfield><subfield code="b">4254478380</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">--%%--</subfield><subfield code="j">n</subfield><subfield code="k">Der Zugriff ist kostenfrei möglich.</subfield><subfield code="y">l01</subfield><subfield code="z">29-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2034</subfield><subfield code="1">01</subfield><subfield code="x">DE-Rt2</subfield><subfield code="b">4254478399</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">eBook</subfield><subfield code="e">n</subfield><subfield code="j">n</subfield><subfield code="k">frei zugänglich</subfield><subfield code="y">l01</subfield><subfield code="z">29-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2037</subfield><subfield code="1">01</subfield><subfield code="x">DE-747</subfield><subfield code="b">4344800192</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">eBook OAPEN Foundation OpenAccess</subfield><subfield code="e">--%%--</subfield><subfield code="j">n</subfield><subfield code="k">Im Internet frei verfügbar</subfield><subfield code="y">l01</subfield><subfield code="z">29-06-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2050</subfield><subfield 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abstract |
Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective |
abstractGer |
Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective |
abstract_unstemmed |
Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. The effectiveness of Kaizen is mainly depends on the company implementation of Kaizen even though the participants might believe Kaizen in concept is effective |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000cam a22002652 4500</leader><controlfield tag="001">1832250792</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230130134953.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">230125s2020 xx |||||o 00| ||und c</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9786050706994</subfield><subfield code="9">978-605-07-0699-4</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9786050706895</subfield><subfield code="9">978-605-07-0689-5</subfield></datafield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">20.500.12854/92986</subfield><subfield code="2">hdl</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)1832250792</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KEP083941851</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1366292405</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DOAB)92986</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(EBP)083941851</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">und</subfield></datafield><datafield tag="072" ind1=" " ind2="7"><subfield code="a">KJ</subfield><subfield code="2">bicssc</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Demirbas, Dilek</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Kaizen Philosophy in a Modern Day Business</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Istanbul, Turkiye</subfield><subfield code="b">Istanbul University Press</subfield><subfield code="c">2020</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (53 p.)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="506" ind1="0" ind2=" "><subfield code="a">Open Access</subfield><subfield code="f">Unrestricted online access</subfield><subfield code="2">star</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Many scholars have mentioned about the importance of Kaizen philosophy in Japanese management, and the concept is often shown as an underlying principle of Toyota Production System, Lean Production, and TQM. However, there is a great deal of inconsistency within literature of what Kaizen actually represents in a modern-day business and most importantly in the perception of the average worker. This research looks to explore how Kaizen is understood and perceived by the Supply Chain workforce of a UK Vehicle Manufacturer (VMUK) which is a British based tier 1 automotive manufacturer that produces over 507,000 cars per year. Open since 1986 the site covers 2 square kilometres and employs over 7000 people. With increasingly high levels of productivity, the plant produces more cars per worker than any other factory in Europe. Working to a strict yet efficient no-defect policy, the plant has become one of the largest manufacturers in the UK car industry. As stated by Childerhouse et al. (2003) this a significantly large, competitive and pressurised industry which often acts as a barometer for today's environment and economy. As a result, VMUK are constantly focused on improvement and innovation to secure their position in the market. VMUK excels through a variety of Japanese manufacturing management techniques that have transformed the face of European car manufacturing. Implementing a Just-in-Time delivery process, VMUK rely on a network of in-house suppliers to create an efficient and cost-effective supply chain. VMUK utilise electronic linkages to make orders with their suppliers, with deliveries being made from sites that are located strictly within a 3-4 Mile radius. Using this process requires a combination of flexibility and predictability (Kumar and Midha, 2001), but allows for a highly efficient synchronous supply of materials as and when they are required for production. Important to this study, VMUK pride themselves on their use of continuous improvement throughout the company, but particularly within their in-house supply network. Using the knowledge and experience of direct line workers, both internal and supplier, VMUK benefit from the creation of incremental and applicable improvements. The success of such improvements is to be discussed further in this study. VMUK would be a great case study example of an Automotive industry organisation with existing, consistent, and efficient supply chain processes and strategies. The company not only utilise Kaizen strategies but pride themselves in the efficiency of doing so, providing an excellent area of research for this paper. Furthermore, there is a widely accepted belief that often non-Japanese companies struggle establishing long-term and effective Kaizen. Using a case study, we are interested to see how these techniques have been developed, translated, and implemented to an English majority workforce. The study will look firstly to explore relevant areas of literature regarding Kaizen and its efficient implementation in part one. After defining what Kaizen is and its origins, advantages and requirements of Kaizen, as well as the key principles set out in literature. We also review strategies involved in creating continuous improvement such as Quality Circles and Teians and will give an expanded view on Lean Production techniques such as 5S, SOP, and Value Stream Mapping. Then in part two, the chosen methods to analyse the primary data will be explored. This part will describe and justify the processes used and discuss the ethical consideration and limitations of the research. Next, in part three literature will be compared to primary research undertaken within VMUK, consisting of 12 Semi-structured, qualitative, interviews with members of staff from a variety of roles, ages and experiences within the VMUK supply chain. After that, this part will discuss and analyse the key findings from the primary research conducted. Theories discussed in the literature review section will be compared to the primary data to identify contrasts and correlations. The final part within this study bring together the research to formulate conclusions relating back to the initial objective set out at the start of the research. This part shows that, with exceptions, there is a lack of in depth understanding of Kaizen in the workforce likely as a result of poor training and education. A bell curve is identified with those most knowledgeable and experienced with Kaizen being members of staff with 5-10 years of experience within VMUK. Workers perceptions on the implementation, principles, advantages, and requirements of Kaizen seem to be the most important aspects of the study. 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Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. Das Ebook ist frei zugänglich.</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">95</subfield><subfield code="1">01</subfield><subfield code="x">3095</subfield><subfield code="b">4342888963</subfield><subfield code="h">OLR-OAB</subfield><subfield code="k">Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="y">z</subfield><subfield code="z">24-06-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">105</subfield><subfield code="1">01</subfield><subfield code="x">0841</subfield><subfield code="b">426159496X</subfield><subfield code="h">OLR-OAB</subfield><subfield code="k">Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">110</subfield><subfield code="1">01</subfield><subfield code="x">3110</subfield><subfield code="b">4260546325</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="k">Open Access</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">130</subfield><subfield code="1">01</subfield><subfield code="x">0700</subfield><subfield code="b">4260715003</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">131</subfield><subfield code="1">01</subfield><subfield code="x">3131</subfield><subfield code="b">4466791260</subfield><subfield code="h">OLR-OA-DOAB</subfield><subfield code="k">Bitte beachten Sie die Nutzungsbedingungen und Copyright-Bestimmungen des Verlages/Herausgebers.</subfield><subfield code="y">z</subfield><subfield code="z">23-01-24</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">132</subfield><subfield code="1">01</subfield><subfield code="x">0959</subfield><subfield code="b">4256165614</subfield><subfield code="h">OLR-OAB</subfield><subfield code="u">Open Access</subfield><subfield code="y">x</subfield><subfield code="z">31-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">136</subfield><subfield code="1">01</subfield><subfield code="x">3526</subfield><subfield code="b">4257968788</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">147</subfield><subfield code="1">01</subfield><subfield code="x">3528</subfield><subfield code="b">4261422468</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">frei verfügbar für Europa-Universität Flensburg, Hochschule Flensburg und Zentrale Hochschulbibliothek</subfield><subfield code="k">Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">161</subfield><subfield code="1">01</subfield><subfield code="x">0960</subfield><subfield code="b">4255746850</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">DOAB Directory of Open Access Books</subfield><subfield code="y">z</subfield><subfield code="z">31-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">213</subfield><subfield code="1">01</subfield><subfield code="x">0551</subfield><subfield code="b">4257396296</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">DOAB Directory of Open Access Books</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">230</subfield><subfield code="1">01</subfield><subfield code="x">0552</subfield><subfield code="b">4257640782</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">DOAB Directory of Open Access Books</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">283</subfield><subfield code="1">01</subfield><subfield code="x">3283</subfield><subfield code="b">4258403512</subfield><subfield code="k">Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">285</subfield><subfield code="1">01</subfield><subfield code="x">0517</subfield><subfield code="b">426088056X</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">293</subfield><subfield code="1">01</subfield><subfield code="x">3293</subfield><subfield code="b">4256003991</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">DOAB Directory of Open Access Books</subfield><subfield code="y">z</subfield><subfield code="z">31-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">370</subfield><subfield code="1">01</subfield><subfield code="x">4370</subfield><subfield code="b">4257041331</subfield><subfield code="h">OLR-FREE</subfield><subfield code="k">Kostenloser Zugriff</subfield><subfield code="y">z</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">635</subfield><subfield code="1">01</subfield><subfield code="x">3635</subfield><subfield code="b">4510768125</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">Open Access. Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="y">z</subfield><subfield code="z">11-04-24</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">808</subfield><subfield code="1">01</subfield><subfield code="x">4808</subfield><subfield code="b">4259552791</subfield><subfield code="h">OLR-DOAB</subfield><subfield code="k">DOAB Directory of Open Access Books</subfield><subfield code="y">zg</subfield><subfield code="z">01-02-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2011</subfield><subfield code="1">01</subfield><subfield code="x">DE-16</subfield><subfield code="b">4254478372</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">--%%--</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">29-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2014</subfield><subfield code="1">01</subfield><subfield code="x">DE-90</subfield><subfield code="b">4254747594</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">--%%--</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">30-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2018</subfield><subfield code="1">01</subfield><subfield code="x">DE-31</subfield><subfield code="b">4254478380</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">--%%--</subfield><subfield code="j">n</subfield><subfield code="k">Der Zugriff ist kostenfrei möglich.</subfield><subfield code="y">l01</subfield><subfield code="z">29-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2034</subfield><subfield code="1">01</subfield><subfield code="x">DE-Rt2</subfield><subfield code="b">4254478399</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">eBook</subfield><subfield code="e">n</subfield><subfield code="j">n</subfield><subfield code="k">frei zugänglich</subfield><subfield code="y">l01</subfield><subfield code="z">29-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2037</subfield><subfield code="1">01</subfield><subfield code="x">DE-747</subfield><subfield code="b">4344800192</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">eBook OAPEN Foundation OpenAccess</subfield><subfield code="e">--%%--</subfield><subfield code="j">n</subfield><subfield code="k">Im Internet frei verfügbar</subfield><subfield code="y">l01</subfield><subfield code="z">29-06-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2050</subfield><subfield code="1">01</subfield><subfield code="x">DE-Zi4</subfield><subfield code="b">4254747608</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">--%%--</subfield><subfield code="j">n</subfield><subfield code="k">Elektronischer Volltext - Open Access</subfield><subfield code="y">l01</subfield><subfield code="z">30-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2108</subfield><subfield code="1">01</subfield><subfield code="x">DE-991</subfield><subfield code="b">4254478402</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">eBook DOAB</subfield><subfield code="e">--%%--</subfield><subfield code="j">n</subfield><subfield code="k">Elektronischer Volltext - Campuslizenz</subfield><subfield code="y">l01</subfield><subfield code="z">29-01-23</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="b">4254747616</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">n</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">30-01-23</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">20</subfield><subfield code="1">01</subfield><subfield code="x">0084</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">22</subfield><subfield code="1">01</subfield><subfield code="x">0018</subfield><subfield code="y">Volltextzugang</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">23</subfield><subfield code="1">01</subfield><subfield code="x">0830</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">24</subfield><subfield code="1">01</subfield><subfield code="x">0008</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">30</subfield><subfield code="1">01</subfield><subfield code="x">0104</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">31</subfield><subfield code="1">01</subfield><subfield code="x">0027</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">40</subfield><subfield code="1">01</subfield><subfield code="x">0007</subfield><subfield code="y">Volltext, Open Access</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">60</subfield><subfield code="1">01</subfield><subfield code="x">0705</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">63</subfield><subfield code="1">01</subfield><subfield code="x">3401</subfield><subfield code="y">E-Book</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">65</subfield><subfield code="1">01</subfield><subfield code="x">0003</subfield><subfield code="y">Open Access</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">65</subfield><subfield code="1">01</subfield><subfield code="x">0003</subfield><subfield code="y">Dieser Titel ist Teil einer Datenbank</subfield><subfield code="r">http://www.bibliothek.uni-regensburg.de/dbinfo/detail.php?titel_id=11367&bib_id=ulb_hal</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">70</subfield><subfield code="1">01</subfield><subfield code="x">0089</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">72</subfield><subfield code="1">01</subfield><subfield code="x">0035</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">90</subfield><subfield code="1">01</subfield><subfield code="x">3090</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">91</subfield><subfield code="1">01</subfield><subfield code="x">3091</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">92</subfield><subfield code="1">01</subfield><subfield code="x">0033</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">95</subfield><subfield code="1">01</subfield><subfield code="x">3095</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">105</subfield><subfield code="1">01</subfield><subfield code="x">0841</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">110</subfield><subfield code="1">01</subfield><subfield code="x">3110</subfield><subfield code="y">Open Access</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">130</subfield><subfield code="1">01</subfield><subfield code="x">0700</subfield><subfield code="y">Open Access</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">131</subfield><subfield code="1">01</subfield><subfield code="x">3131</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">132</subfield><subfield code="1">01</subfield><subfield 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code="1">01</subfield><subfield code="x">3293</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield><subfield code="z">LF</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">370</subfield><subfield code="1">01</subfield><subfield code="x">4370</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">635</subfield><subfield code="1">01</subfield><subfield code="x">3635</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">808</subfield><subfield code="1">01</subfield><subfield code="x">4808</subfield><subfield code="y">Volltextzugang</subfield><subfield code="r">https://directory.doabooks.org/handle/20.500.12854/92986</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield 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