Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study

被引：92

作者：

Glover, Wiljeana J. ^{[1
]}

Farris, Jennifer A. ^{[2
]}

Van Aken, Eileen M. ^{[3
]}

Doolen, Toni L. ^{[4
]}

机构：

[1] MIT, Lean Advancement Initiat, Cambridge, MA 02139 USA

[2] Texas Tech Univ, Dept Ind Engn, Lubbock, TX 79409 USA

[3] Virginia Polytech Inst & State Univ, Grado Dept Ind & Syst Engn, Blacksburg, VA 24061 USA

[4] Oregon State Univ, Sch Mech Ind & Mfg Engn, Corvallis, OR 97331 USA

来源：

INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS | 2011年 / 132卷 / 02期

基金：

美国国家科学基金会;

关键词：

Lean production; Teams; Performance improvement sustainability; Quality management; Manufacturing companies; QUALITY MANAGEMENT; OPERATIONS MANAGEMENT; IMPROVEMENT PROGRAMS; IMPLEMENTATION; PERFORMANCE; IMPACT; INNOVATIONS; MEDIATION;

D O I：

10.1016/j.ijpe.2011.04.005

中图分类号：

T [工业技术];

学科分类号：

08 ;

摘要：

Kaizen events have been widely reported to produce positive change in business results and human resource outcomes. However, sustaining or improving upon the results of a Kaizen event over time can be difficult for many organizations and has received limited empirical research attention to date. This paper identifies the factors that most strongly influence the sustainability of work area employee attitudes and commitment to Kaizen events based on a field study of 65 events in eight manufacturing organizations. The findings also present guidelines for organizations and areas for future research. (C) 2011 Elsevier B.V. All rights reserved.

引用

页码：197 / 213

页数：17

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