The Implementation of Kaizen Practices and Operational Performances of Dodhia, and Blowplast Packaging Firms in Kenya.

Abstract

This research examined Kaizen practices and operational performance at Dodhia and Blowplast packaging firms. The objectives were to establish the Kaizen practices, assess their impact on operational performance and establish the factors affecting their adoption and and sustainability at Dodhia and Blowplast packaging firms in Kenya. The researcher opted for lean management, value chain and the constraint theory. The researcher opted for the case study design primarily using interview guides in collating information. The targeted participants were operation managers, Kaizen managers, supply chain managers, quality assurance managers and financial controller. The research also opted for thematic or content analysis in deriving useful information from the interview transcripts. The study findings revealed that kaizen practices resulted in improvement in the operational performance of the package manufacturing firms in Kenta. They included Just in Time, 5Ss, lean Six Sigma, Muda, and total preventive maintenance. The study also established that factors critical to a successful Kaizen implementation, include a clear strategy, better communication between upper management and staff, the need for personnel who can advocate for the implementation of Kaizen being knowledgeable, and the empowerment of workers. On the other side, obstacles to implementing Kaizen within the business were found to include inadequate management of the continuous improvement process, resistance to change, and low employee engagement because of a poor reward system. The study recommends the timely training of employees about Kaizen practices, and the awarding of performance bonuses and promotions to motivate them to continue implementing kaizen practices.