http://chineseinput.net/에서 pinyin(병음)방식으로 중국어를 변환할 수 있습니다.
변환된 중국어를 복사하여 사용하시면 됩니다.
- 中文 을 입력하시려면 zhongwen을 입력하시고 space를누르시면됩니다.
- 北京 을 입력하시려면 beijing을 입력하시고 space를 누르시면 됩니다.
RISS 인기검색어
- 검색키워드
- 저자 : Suarez-Barraza, Manuel F. (검색결과 3 건)
- 무료
- 기관 내 무료
- 유료
-
Kaizen within Kaizen Teams: Continuous and Process Improvements in a Spanish municipality
Suarez-Barraza, Manuel F.,Lingham, Tony The Korean Society for Quality Management 2008 The Asian Journal on Quality Vol.9 No.1
A Purpose. As organizations become more team oriented, research on teams continues to increase especially involving how teams contribute to organizational performance and effectiveness. Although there has been existing research on Kaizen teams in the private sector, very little research has included Kaizen teams in the public sector. In this paper, we present a method to study Kaizen teams in a local Spanish government that have been using Kaizen teams for more than ten years. Design/methodology/approach. Quantitative research was adopted for this study. Twenty teams participated in the study by filling out the Team Learning and Development Inventory (TLI) proposed by Lingham (2004). In addition, we interviewed members of the teams in order to clarify and assure our quantitative results. Findings Based on the findings, we propose that Kaizen teams should practice both Continuous (CI) and Process Improvements (PI) in their projects. We also propose that Kaizen teams should not be teams skilled only at developing better improvement processes (both CI and PI) for the organization but that such teams should also be skilled at engaging in team development using both CI and PI processes internally-a Kaizen within Kaizen teams approach. Research limitations. Its based in one case study. However, it is working paper and the research project still is developing. Practical Implications (if possible). Serve as a guide to practitioners (Public managers) who desire to understand how their Kaizen teams involves both internal (conversational spaces) and external (methodology) perspectives that would contribute to both team and organizational effectiveness. In this paper, we focus on the Internal Processes (both CI and PI) using the TLI as an effective method for Kaizen teams to engage in the Kaizen process. Originality/value. This study is one of the first to look at team's performance using Team Learning and Development Inventory in Spain's public sector. It is also the first to mention about the relationship of the team's performance and the implementation of process improvement methodologies in Spain local government environment.
-
In search of “Muda” through the TKJ Diagram. An analysis and Classification
( Manuel F. Suarez-barraza(phd) ),( Francisco G. Rodriguez-gonzalez(phd Candidate) ) 한국품질경영학회 2015 한국품질경영학회 학술대회 Vol.2015 No.2
Purpose. Muda is a Japanese term literally meaning futility, uselessness, idleness, superfluity, waste, wastage or wastefulness. The term was introduced by the Japanese engineer Taiichi Ohno of Toyota Motor Corporation in the 1960s. Therefore, reducing and minimizing Muda is an effective way to increase the operational efficiency and productivity of an organization’s processes. In turn, the technique known as the affinity or TKJ diagram represents a practical way of sorting data or ideas into groups classified by common patterns; it can be regarded as one of the new seven tools of quality. The purpose of this paper is to discover Muda by applying the affinity or TKJ diagram in Mexican organizations. Design/methodology/approach. An exploratory qualitative study was conducted. Using theoretical sampling, we identified and analyzed data from a kaizen training course. Each course workshop was organized by the consulting firm “Mi Empresa” and given to employees of various organizations in various sectors over three years from January 2012 to January 2015. In total, 36 KJ diagrams were obtained from 12 course workshops. Findings. The research provided the first evidence of Muda in Mexican organizations. The Muda of Ohno’s classification was confirmed, but new common patterns of Muda in 21st century organizations also arose. Furthermore, the TKJ diagram proved to be an effective tool of quality to detect it. Research limitations. This paper has the same limitations as all other qualitative research, including analysis subjectivity and questionable generalization of findings. It is also important to highlight that the 36 KJ diagrams yielded 1,026 Muda, a seemingly abundant figure. However, it is a small sample for the number of companies and processes to be found in Mexico. Practical implications (if possible). This paper may prove to be valuable for practitioners and managers involved in the operations and continuous improvement fields. Getting to know Muda in organizations is of great importance for continuously improving organizational processes. This classification will allow greater insight and easier detection. Originality/value. The study contributes to the limited existing literature on total quality management, lean thinking and kaizen and subsequently disseminates this information in order to provide impetus, guidance and support towards improving the quality of organizational processes.
-
연관 검색어 추천
이 검색어로 많이 본 자료
활용도 높은 자료
