The role of Teians and QCCs in implementing Kaizen

Ma, Jie, McGovern, Tom and Hicks, Chris (2013) The role of Teians and QCCs in implementing Kaizen. In: 22nd International Conference on Production Research, 28 July - 1 August 2013, Inguassu Falls, Brazil.

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Abstract

Previous research has discovered that many companies outside of Japan have experienced difficulties in implementing Kaizen and sustaining long-term improvements. Kaizen is a unifying and company-wide strategy and is a central part of Lean manufacturing. It comprises two important practices: Quality Control Circles (QCCs) and Teians (individual suggestion schemes). This study critically evaluated the implementation of these two practices and assessed their impact on long-term performance. The work adopted a multiple case study approach. Data were obtained from 398 respondents in nine Sino-Japanese automotive joint-ventures. Structural equation modelling was used to investigate the relationships between QCCs, Teians and performance outcomes. It was found that QCCs can generate more visible and tangible improvement outcomes. QCCs and Teians are complimentary and when combined provide a mechanism for improving and sustaining performance in both the short and long term. The practices lead to the development of employees’ knowledge and skills, and helps develop a culture that promotes continuous and long-term improvement.

Item Type: Conference or Workshop Item (Paper)
Uncontrolled Keywords: continuous improvement, QCCs, Teians, Kakushin, SEM
Subjects: N200 Management studies
T100 Chinese studies
T200 Japanese studies
Department: Faculties > Business and Law > Newcastle Business School > Business and Management
Related URLs:
Depositing User: Jie Ma
Date Deposited: 14 Dec 2015 09:42
Last Modified: 14 Dec 2015 09:42
URI: http://nrl.northumbria.ac.uk/id/eprint/24987

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