Encontrando al "Kaizen"un análisis teórico de la "mejora continua"

  1. Suárez Barraza, Manuel Francisco
  2. Miguel Dávila, José Ángel
Revista:
Pecunia: revista de la Facultad de Ciencias Económicas y Empresariales

ISSN: 1699-9495

Año de publicación: 2008

Número: 7

Páginas: 285-311

Tipo: Artículo

DOI: 10.18002/PEC.V0I7.696 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Otras publicaciones en: Pecunia: revista de la Facultad de Ciencias Económicas y Empresariales

Resumen

Desde que Masaaki lmai acuño el término de Kaizen a mediados de los años ochenta, este se ha visto como un elemento clave para la competitividad de las empresas japonesas. No obstante, y a pesar de que el Kaizen ha sido definido por el autor que condujo a la luz el término, todavía sigue existiendo en la literatura sobre el tema cierta ambigüedad e inconsistencia. Además, existe una clara necesidad de desarrollar esta teoría en el campo de la dirección de operaciones.El propósito de este trabajo es analizar el Kaizen en la literatura académica y práctica con el fin de mejorar, explorar y hacer una contribución a su potencial perfil teórico. Se realizó una revisión de la literatura usando Kaizen como término de búsqueda en varias bases de datos: Proquest, Business Source Elite, Business Source Premier, Emerald, Science Direct and Google Scholar. También se consultaron libros escritos tanto por académicos como por los que lo practican. La literatura concerniente al Kaizen fue metodológicamente analizada y clasificada. Los hallazgos del estudio indican que el Kaizen es presentado bajo tres perspectivas o esferas, que incluyen una serie de principios y técnicas. Comparando los tres puntos de vista, emergieron un conjunto de principios y/o piedras angulares.

Referencias bibliográficas

  • AHIRE, S. & D. GHOLAR (1996) "Development and Validation of TQM Implementation Constructs", Decision Sciences, 27, No. 1, pp. 23-56.
  • AOKI, K. (2008) "Transferring Japanese Kaizen activities to overseas plants in China", International Journal of Operation & Production Management, 28, No. 6, pp. 518-539.
  • BATEMAN, N. (2005) "Sustainability: the Elusive Element of Process Improvement", International Journal of Operations & Production Management, 25, No. 3, pp. 261-276.
  • BERGER, A. (1997) "Continuous Improvement and Kaizen: Standardizations and Organizational Designs", Integrated Manufacturing System, 8, No. 2, pp. 110-117.
  • BESSANT, J. (2003) High Involvement Innovation. Chichester West Sucess England: John Wiley and Songs Ltd.
  • BESSANT, J. and S. CAFFYN (1997) "High-Involvement Innovation Through Continuous Improvement", International Journal Technology Management, 14, No. 1, pp. 7-28.
  • BESSANT, J. and D. FRANCIS (1999) "Developing strategic continuous improvement capability", International Journal of Operations & Production Management, 19, No. 11, pp. 1106-1119.
  • BHUIYAN, N. and A. BAGHEL (2005) "An Overview of Continuous Improvement: From the Past to the Present", Management Decision, 43, No. 5, pp. 761-771.
  • BODEK, N. (2002) "Kaizen: Kazam!", T + D, 56, No. 1, pp. 60-61.
  • BRUNET, A.P. (2000) "Kaizen: From Understanding to Action", Ponencia realizada en el Institution of Electrical Engineers, London., UK, IEE Savoy Place.
  • BRUNET, A.P. and S. NEW (2003) "Kaizen in Japan: an Empirical Study", International journal of Operations & Production Management, 23, No. 12, pp. 1426- 1446.
  • CAFFYN, S. (1999) "Development of a Continuous Improvement Self- assessment Tool", International Journal of Operations & Production Management, 19, No. 11, pp. 1138-1153.
  • CHESER, R. (1994) "Kaizen is More Than Continuous Improvement", Quality Progress, 27, pp. 23-25.
  • CHESER, R. (1998) "The Effect of Japanese Kaizen on Employee Motivation in US Manufacturing", The International Journal of Organizational Analysis, 6, No. 3, pp. 197-217.
  • COX, J. and J.H. BLACKSTONE (2002) APICS On line dictionary http://www.apics.org/sites/apics-supply-chain-council/research-and-publications/publications/apics-dictionary
  • CROSBY, P. (1979) Quality is Free. New York: McGraw-Hill.
  • CUSCELA, K. (1998) "Kaizen Blitz: Attacks Work Processes at Dana Corp",
  • IIEE Solutions, 30, No. 4, pp. 29-31.
  • DAHLGAARD, J.J. and S.M. DAHLGAARD-PARK (2006) "Lean Production, Six Sigma Quality, TQM and Company Culture". The TQM Magazine, 18, No. 3, pp. 263-281.
  • DEAN, J.W.J. and D.E. BOWEN (1994) "Management theory and total quality improvement research and practice through theory development", Academy of Management Review, 19, No. 3, pp. 392-418.
  • DEMING, W.E. (1986) Out of the crisis. Cambridge, Massachusetts: MIT/CAES.
  • ELGAR, T. and C. SMITH (1994) Global Japanization: The Transnational
  • Transformation for the Labour Process. London: Routledge.
  • FARLEY, C. (1999) "Despliegue de Políticas del KAIZEN". XI Congreso de Calidad Total organizado por el Centro de Productividad de Monterrey, Monterrey Nuevo León México. Fundación Mexicana de la Calidad Total y Centro de Productividad de Monterrey.
  • FEIGEMBAUM, A.C. (1991) Total Quality Control. New York: McGraw-Hill.
  • FLYNN, B.B.; S. SAKAKIBARA and R.G. SCHROEDER (1994) "A Framework for Quality Management Research and an Associated Measurement Instrument", Journal of Operations Management, 11, No. 4, pp. 339- 366.
  • GARVIN, D.A. (1987) "Competing on the Eight Dimensions of Quality", Harvard Business Review, 65, No. 1, pp. 101-109.
  • GONDHALEKAR, S.; S. BABU and N.B. GODREJ (1995) "Towards using Kaizen Process Dynamics: a Case Study", International journal of Quality & Reliability Management, 12, No. 9, pp. 192-209.
  • HAKES, C. (1991) Total Quality Management: A Key to Business Improvement. London: Chapman & Hall.
  • HELLSTEN, U. and B. KLEFSJÖ (2000) "TQM as a Management System Consisting of Values, Techniques and Tools", The TQM Magazine, 12, No. 4, pp. 238-244.
  • HINO, S. (2006) Inside the Mind of Toyota. New York: Productivity Press.
  • HO, S. and C. FUNG (1994) "Developing a TQM Excellence Model", The TQM Magazine, 6, No. 6, pp. 24-30.
  • HO, S. and S. CITMILL (1996) "Japanese 5-S practice", The TQM Magazine, 8, No.1, pp. 45-53.
  • IMAI, M. (1986) Kaizen-The key to Japan's Competitive Success. New York: Random House.
  • IMAI, M. (1989) Kaizen, la clave de la ventaja competitiva japonesa. México, D.F.: CECSA.
  • IMAI, M. (1997) Gemba Kaizen. New York, NY: Mcgraw-Hill.
  • IMAI, M. (2006) ¿What is Total Flow Management under Kaizen Approach? 3rd. Day of Kaizen Course. Barcelona, Spain: Kaizen Institute Spain.
  • IMAI, M. (2007) "Mejorar la calidad es la mejor forma de reducir los costes", Diario de Negocios la Gaceta, 13 de diciembre, p. 36.
  • ISHIKAWA, K. (1986) What is Total Quality Control? The Japanese Way. Englewood Cliffs, NJ: Prentice Hall.
  • JAGER, B. de; C. MINNIE, J. JAGER, M. WELGEMOED, J. BESSANT and D. FRANCIS
  • (2004) "Enabling Continuous Improvement: a Case Study Implementation", Journal of Manufacturing Technology Management, 15, No. 4, pp. 315- 324.
  • JAPAN HUMAN RELATIONS ASSOCIATION (1990) Kaizen Teian. Cambridge: Productivity Press.
  • JORGENSEN, F.; H. BOER and F. GERTSEN (2003) "Jump-starting Continuous Improvement Through self-assessment", International Journal of Operations & Production Management, 23, No. 10, pp. 1260-1278.
  • JURAN, J. (1990) Juran y el Liderazgo para la Calidad. Un Manual para Directivos. Madrid, España: Editorial Díaz Santos.
  • KAYE, M. and R. ANDERSON (1999) "Continuous Improvement: The Ten Essential Criteria", International Journal of Quality & Reliability Management, 16, No. 5, pp. 485-506.
  • LARAIA, A.C.; P. MOODY and R. HALL (1999) The Kaizen Blitz: Accelerating Breakthroughs in Productivity and Performance. New York: John Wiley & Sons, Inc.
  • LEWIS, J. (2007) "Don't Lean on Kaizen Events", FDM, November, pp. 73-74.
  • LIKER, J. (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. New York: McGraw-Hill.
  • LILLRANK, P. (1995) "The transfer of Management Innovations from Japan", Organization Studies, 16, No. 6, pp. 971-989.
  • LILLRANK, P. and N. KANO (1989) Continuous Improvement-Quality Control Circles in Japanese Industry. Michigan: Center for Japanese Studies.
  • LINDBERG, P. and A. BERGER (1997) "Continuous Improvement: Design, Organization and Management", International Journal Technology Management, 14, No. 1, pp. 86-101.
  • MAGAÑA-CAMPOS, J. and E. ASPINWALL (2003) "Comparative Study of Western and Japanese Improvement Systems", Total Quality Management, 14, No. 4, pp. 423-436.
  • MALLOCH, H. (1997) "Strategic and HRM aspects of kaizen: a case study", New Technology, Work and Employment, 12, No. 2, pp. 108-122.
  • MANOS, A. (2007) "The benefits of Kaizen and Kaizen events", Quality Progress, 40, No. 2, p. 47.
  • MARTINEZ-LORENTE, A.; F. DEWHURST and B.G. DALE (1998) "Total Quality Management: Origins and Evolution of the Term", The TQM Magazine, 10, No. 5, pp. 378-386.
  • MELNYK, S.A.; R. CALANTON, F.L. MONTABON and R.T. SMITH (1998) "Short-term action in pursuit of long-term improvements: introducing Kaizen Events", Production and Inventory Management Journal, 39, No. 4, pp. 69-76.
  • MONTABON, F. (2005) "Using Kaizen Events for Back Office Processes: Recruitment of frontline Supervisor Co-ops", Total Quality Management and Business Excellence, 16, No. 10, pp. 1139-1147.
  • NEMOTO, M. (1987) Total Quality Control for Management. Strategies and Techniques from Toyota and Toyoda Gosei. New Jersey: Prentice Hall. Inc.
  • NEWITT, D.J. (1996) "Beyond BPR & TQM - Managing through Processes: Is Kaizen Enough?", Industrial Engineering Conference Proceeding. London: Institution of Electric Engineers, Vol. 1, pp. 100-110.
  • Nikkei Sangyo Shimbun (2007) "En la búsqueda del Toyota Way por empresarios japoneses", septiembre (japonés).
  • OAKLAND, J.S. (1999) Total Organizational Excellence - Achieving World Class Performance. Oxford: Butterworth-Heinemann.
  • OHNO, T. (1978) Toyota Production System. Beyond Large-Scale Production. New York, NY: Productivity Press.
  • ORTÍZ, C. (2006) "The Kaizen 13", Industrial Engineer, April, pp. 33-34.
  • OSONO, E.; N. SHIMIZU and H. TAKEUCHI (2008) Extreme Toyota, Radical Contradictions that Drive Success at the World's best Manufacturer. New Jersey: John Wiley & Songs.
  • POWELL, T.C. (1995) "Total Quality Management as Competitive Advantage: A Review and Empirical Study", Strategic Management Journal, 16, No. 1, pp. 15-37.
  • QUAZI, H.A.; J. JEMANGIN, L.W. KIT and C.L. KIAN (1998) "Critical Factors in Quality Management and Guidelines for Self-assesment, the Case of Singapore", Total Quality Management, 9, No. 1, pp. 35-55.
  • ROBINSON, A. (1990) Modern Approaches to Manufacturing Improvement. Portland, OR: Productivity Press.
  • SAVOLAINEN, T.I. (1999) "Cycles of Continuous Improvement. Realizing Competitive Advantage Through Quality", International Journal of Operations & Production Management, 19, No. 11, pp. 1203-1222.
  • SAWADA, N. (1995) "The Kaizen in Toyota Production System", material del curso de Company Wide Quality Control and Industrial Engineering. Nagoya: CHU-SAN-REN, Vol. 6, pp. 1-38.
  • SCHROEDER, D. and A. ROBINSON (1991) "America's Most Successful Export to Japan-Continuous Improvement Programmes", Sloan Management Review, 32, No. 3, pp. 67-81.
  • SENGE, P. (1990) The Fifth Discipline. New York. N.Y: Double Day.
  • SHERIDAN, J. (1997) "Kaizen Blitz", Industry Week, 246, No. 16, pp. 19-27.
  • SPEAR, S. (2004) "Learning to Lead at Toyota", Harvard Business Review, 82, No. 5, pp. 78-86.
  • STRATEGIC DIRECTION (2004) "Kaizen at Nippon: Behind the Theory", Strategic Direction, 20, No. 5, pp. 23-25.
  • STYHRE, A. (2001) "Kaizen, Ethics, and Care of the Operations: Management after Empowerment", Journal of Management Studies, 38, No. 6, pp. 795-810.
  • SUÁREZ-BARRAZA, M.F. (2001) "La filosofía del Kaizen, una aplicación práctica en un área de servicio del sector público", Revista CONTACTO. La revista de la Calidad Total, 11, pp. 11-16.
  • SUÁREZ-BARRAZA, M.F. (2007) El KAIZEN: La filosofía de Mejora Continua e Innovación Incremental detrás de la Administración por Calidad Total. México, D.F.: Panorama.
  • SUÁREZ-BARRAZA, M.F., E. BOU and C. CATALDO (2008) "Finding Standards, Routines and Non- Routines in Toyota Production System (TPS): Standardization without Standardization?", Lean Manufacturing Journal-Reliable Plant Magazine, September, 7, pp. 1-32.
  • SUÁREZ-BARRAZA, M.F. and J. RAMIS-PUJOL (2008) "Aplicación y evolución de la Mejora Continua de Procesos en la Administración Pública", Journal Globalization, Competitiveness & Governability GCG Georgetown University- Universia, 2, No. 1, pp. 74-86.
  • SVENSSON, G. (2006) "Sustainable Quality Management: a Strategic Perspective", The TQM Magazine, 18, No. 1, pp. 22-29.
  • TAKEYUKI, F. (1995) "Implementing C-JIT (New JIT) A Practical Approach", Material del curso de Company Wide Quality Control and Industrial Engineering. Nagoya: CHU-SAN-REN, 8, pp. 1-38.
  • TANNER, C. and R. RONCARTI (1994) "Kaizen Leads to Breakthroughs in Responsiveness and the Shingo Prize at Critikon", National Productivity Review, 13, No. 4, pp. 517-531.
  • TILLINGHURST, D. (1997) "Kaizen Blitz", Industry Week, 246, No. 19, pp. 19-
  • TOZAWA, B. and N. BODEK (2002) Kaizen Rápido y Fácil. Madrid: TGP Hoshin. VONK, J. (2005) "Process Improvement in Business Permits through Kaizen", Innovations Management, Spring, pp. 33-34.
  • WENNECKE, G. (2008) "Kaizen-Lean in a week: how to implement improvements in healthcare settings in a week", Medical Laboratory Observer, August, pp. 28-31.
  • WITTENBERG, G. (1994) "Kaizen, The Many Ways of Getting Better", Assembly Automation, 14, No. 4, pp. 12-17.
  • WOMACK, J.P.; D.T. JONES and D. TOSS (1990) The Machine that Changed the World. New York, N.Y.: Rawson, Associates.
Fuente de los datos: Dialnet