| dc.description.abstract | The purpose of this study was to establish the relationship between operational
improvement methods and operational performance. In this context, the study examined a
classification of six improvement initiatives and 35 specific techniques in relation to
eleven operational performance objectives.
The study focused on companies that participate in the company of the year award
(COYA). Primary data was collected using semi-structured questionnaire and descriptive
statistics was used for analysis.
Results showed that. most firms were familiar with the methods, with quality based being
rated the most familiar and widely' used improvement initiative. Others included
Technology and Time-based methods. Quality, learning and growth, customer
satisfaction and innovation were rated as common performance objectives sought in
relation to improvement methods. Tests of independence revealed that improvement
methods are related to performance objectives. The respondents stated the challenges and
constraints in the utilization of the improvement methods to include among others; a
rapidly changing environment, communication barriers and an absence of strategy.
On the basis of the findings of the study, recommendations on exploring and exploiting
other improvement methods such as Gemba Kaizen (process-based) and technologybased
is likely to offer a good competitive stand in future. Lastly, this study recommends
further research areas on, specific improvement method and specific performance
objectives, applications of the methods in the service sector or public sector and an
analysis of pre and post implementation effects of any of the improvement initiatives on a
specific performance objective. | en |
