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首页> 外文期刊>International Journal of Management Practice >Kaizen (continuous improvement) and systems thinking: exploring how kaizen facilitators operationalise values and assumptions
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Kaizen (continuous improvement) and systems thinking: exploring how kaizen facilitators operationalise values and assumptions

机译：开斋节（持续改进）和系统思考：探索Kaizen协调人如何运作价值观和假设

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摘要

Continuous improvement and systems thinking philosophies have diversely manifested to include the creation of multidisciplinary teams, referred to as kaizen teams, comprised of high-level leaders through frontline level staff challenged to generate business outcomes through the lens of stakeholder value. The purpose of this study was to identify values, assumptions, and behaviours associated with leaders of these teams during the kaizen process and identify post-participation impact on professional practice. Structured conversations and observations took place with leaders certified to facilitate a kaizen event. Leaders highlighted critical competencies and values that impact the team's ability to innovatively problem solve to achieve objectives as well as consequences for team members and the organisation. Data reveals significant issues organisations must direct their attention to for long-term sustainability and to fully realise their commitment to continuous improvement practices. These issues include constraints of the kaizen structure and non-traditional role responsibilities the kaizen leader takes on to make manufacturing methodologies work in a service-based environment.
机译：持续改进和系统思维哲学多样性表现为包括创建多学科团队，通过前线水平员工组成的高级别领导人，通过挑战利益相关者价值的镜头产生业务成果。本研究的目的是在KAIZEN进程期间识别与这些团队领导相关的价值观，假设和行为，并确定对专业实践的参与后影响。结构化对话和观察与认证的领导者进行了促进了Kaizen活动。领导者强调了影响团队创新问题的能力的关键能力和价值观，以实现目标以及团队成员和组织的后果。数据揭示了重要的问题组织必须引导他们注意长期可持续性，并充分意识到他们对持续改进做法的承诺。这些问题包括Kaizen结构的限制和非传统的角色责任，Kaizen领导人旨在使制造方法在基于服务的环境中工作。

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