Influence of Gemba-kaizen Strategy on Performance of Bamburi Cement Plc in Kenya

Abstract

The study sought to determine the influence of Gemba-Kaizen strategy on performance of Bamburi Cement Limited in Kenya. The study was anchored on the dynamic capabilities theory and the theory of lean management. The study employed a case study research design. Data was collected through an interview guide. Respondents included four managers who are mainly involved in the Kaizen process: the Territory Manager, Regional Sales Manager, Customer Excellence Manager, and Production Manager. Data was analyzed through content analysis. The content analysis assisted in determining the presence of keywords or concepts in the text. Referencing was performed on the received questionnaires, and questionnaire items were coded to facilitate data entry. The study results on the influence of the Kaizen principle on the performance of Bamburi Cement Limited revealed that the Kaizen approach had a substantial impact on the organization's employees' integrity and understanding of the value of pleased customers. The application of Gemba Kaizen concepts has a significant impact on staff performance and the overall performance at Bamburi Cement Limited. Since this strategy affects employee and customer satisfaction, it is critical to an organization's long-term success. According to the study's recommendations, more research should be conducted in other manufacturing industries, particularly those dealing with cement, to determine how well Gemba Kaizen's strategic ideas have been implemented and their impact on overall performance. Furthermore, it is critical to consider how far these firms have taken the Kaizen principle, the difficulties they encountered in implementing it, and the impact it has had on their overall performance.