Operations Improvement Approaches and Customer Satisfaction in Kenya Power & Lighting Company

Abstract

Operations management is essential for achieving greater speed, quality and cost effectiveness. The implementation of lean systems can help achieve these aspects of customer satisfaction. Performance at every level will rise as a result of operations transformation. Lean management, six Sigma, total quality management, Kaizen and automation are all examples of tools for improving operations. This study was founded on two objectives; To find out the extent of implementation of operations improvement approaches at Kenya Power & Lighting Company (KPLC), to determine the effect of these operations improvement approaches on customer satisfaction. The study adopted a quantitative descriptive survey approach. The study targeted respondents from KPLC as well as its customers. 385 respondents were selected randomly to participate in the study from both KPLC Staff and its customers where 290 respondents shared back their feedback. Data was collected using a Google form survey questionnaire which contained close ended questions. Data was analysed using descriptive and inferential statistics and presented in accordance with the objectives of the study. Regression analysis was employed to ascertain the correlation between customer satisfaction and operation improvement approaches. This objective established that Total Quality Management, Lean Management, Kaizen, Automation and Six-Sigma all had a positive relationship with customer satisfaction in Kenya Power and Lighting Company (KPLC). Results of regression analysis revealed that 67.4% of the variance in Customer Satisfaction was explained by the variation in the independent variables. Results of F-test indicated an F value at degree of freedom (5, 284) of 17.755 which was significant as it was more than 2.21 which was the critical value. The study was limited first by the objectives which focused on five key operational improvement approaches leaving other variables. The study was also constrained by the fact that focus was on one county with different levels of power connectivity, economic levels as well as service levels which may make it difficult to map the findings to the other 46 counties. The study recommends that policy makers and formulators of strategies need to take advantage of the opportunities provided by operations improvement approaches to enhance organizational service delivery. Furthermore, while implementing strategy, policy makers should ensure open communication so that that all stakeholders are aware of strategies and policies being implemented. Further studies should focus on operations improvement approaches and customer satisfaction of either all parastatals in Kenya, multinational companies or private service providers.