October 1, 2019 Thesis Open Access

Meseret Debalkie

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  <identifier identifierType="DOI">10.20372/nadre:5188</identifier>
  <creators>
    <creator>
      <creatorName>Meseret Debalkie</creatorName>
    </creator>
  </creators>
  <titles>
    <title>Critical Success Factors for Sustainable Kaizen Implementation in Case of Mugher Cement Factory</title>
  </titles>
  <publisher>Zenodo</publisher>
  <publicationYear>2019</publicationYear>
  <dates>
    <date dateType="Issued">2019-10-01</date>
  </dates>
  <resourceType resourceTypeGeneral="Text">Thesis</resourceType>
  <alternateIdentifiers>
    <alternateIdentifier alternateIdentifierType="url">https://nadre.ethernet.edu.et/record/5188</alternateIdentifier>
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    <relatedIdentifier relatedIdentifierType="DOI" relationType="IsVersionOf">10.20372/nadre:5187</relatedIdentifier>
    <relatedIdentifier relatedIdentifierType="URL" relationType="IsPartOf">https://nadre.ethernet.edu.et/communities/aau</relatedIdentifier>
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  <rightsList>
    <rights rightsURI="http://www.opendefinition.org/licenses/cc-by">Creative Commons Attribution</rights>
    <rights rightsURI="info:eu-repo/semantics/openAccess">Open Access</rights>
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  <descriptions>
    <description descriptionType="Abstract">&lt;p&gt;The purpose of this study focused on identifying critical success factors for sustainable first phase Kaizen implementation in Mugher Cement Factory. This study adopts a quantitative method as the research methodology. Accordingly, a questionnaire was distributed to 156 managers of which 140 were collected with a response rate of 89.7 %. The study employed confirmatory factor analyses. A factor analysis by principal components and Varimax rotation was applied for finding the critical success factors. Finding assign that 21 items are merged in to five critical success factors: process control &amp;amp; recognition and reward accounts for 19.769 % of the variance; employee&amp;rsquo;s attitude and employee participation accounts for 14.538 % of the variance; education and training &amp;amp; effective communication accounts for 11.767% of the variance and ownership, continual evaluation and teamwork accounts for 9.845% of the variance. All the five factors together explain for 76% of the variance in successful kaizen implementation. Validity test result of KMO and Bartlett&amp;rsquo;s result reveals that the postulated factors are valid since KMO values are greater than 0.4 and Sphericity values are significant less than 0.05. Finally, the research recommended that to implement Kaizen on a sustainable basis; the leadership of the factory should be knowledgeable and totally committed to the Kaizen philosophy and principles, the factory should be strength process controlling and establishing recognition and reward system, provide enough education and training for the staffs and the employees should strength there teamwork sprite in the factory.&lt;/p&gt;</description>
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