| dc.description.abstract | Increased competition calls for organizations to device ways of improving their competitiveness in the ever-changing global market. One of the ways that organization can improve its competitiveness is by improving effectiveness of its systems. Kaizen which originated in Japan in 1950’s is one of means that has been used widely especially in Asia, to improve elements associated with organization effectiveness, with benefits already well documented. This study assessed the extent to which kaizen systems namely Strategic Management system, quality circle, Just-In-Time and Total Productive Maintenance had contributed to organization effectiveness at Davis &Shirtliff Ltd. The study was carried out within Manufacturing Department that had been practicing Kaizen for two years and Services Department that had not been practicing Kaizen, both of Davis & Shirtliff Ltd. The study was intended to contribute to existing knowledge on kaizen and organization effectiveness and also help management of the organization to see whether kaizen was achieving the intended objectives. Various approaches for measuring organization effectiveness have been developed by scholars, but this study used the Conflicting Value Framework which is the most popular. This study used research questions. Literature review covered all independent variables and dependent variable both empirical and theoretical. The study used the quantitative approach and Causal-comparative design also known as ex post facto and had two groups, the group practicing kaizen, which was Manufacturing Department, and a comparison group not practicing kaizen, which was the Services Department. Data came from primary and secondary sources. Primary data was collected using questionnaire while secondary data will came from departmental monthly reports covering all months of two years before kaizen and two years after Kaizen. The primary data was analyzed using descriptive statistics and spearman rank order correlation; while the secondary information was analyzed using two-tail t-test at 95% confidence level. The research realized an 88% response rate from respondents who were given questionnaire. Overall, the research found a very high presence of independent variables indicators and very high knowledge levels of kaizen and Kaizen systems. On extent to which Quality circle had affected organization effectiveness, the study realized that despite respondents rating it highly, analysis of secondary data did not support the opinions of the respondents. On extent to which Strategic Management system had system had affected organization effectiveness, the respondents rated it very highly but analysis of secondary data did not support the opinions of the respondents. On the extent to which Just-in-Time had affected organization effectiveness, the respondents rated it very highly but analysis of secondary data did not support the opinions of the respondents. On extent to which Total Productive Maintenance had affected organization effectiveness, the study realized that despite respondents rating it highly, analysis of secondary data did not support the opinions of the respondents. On Kaizen Tool as a whole, the respondents felt it had helped significantly in improving manufacturing department’s effectiveness. On comparing Manufacturing and service department on cost, work in progress and productivity, the study found out that, cost did not have statistically significant drop for manufacturing department, but showed a significant drop for service department. On comparing work in progress, manufacturing both departments recorded a statistically significant drop in work in progress for period after kaizen implementation. There was no evidence that Kaizen had an effect on productivity from secondary data, though the respondents were of the opinion that kaizen systems had helped improve productivity. | en |
