An Empirical Investigation Of Kaizen Event Effectiveness: Outcomes And .
An Empirical Investigation of Kaizen Event Effectiveness: Outcomes andCritical Success FactorsJennifer A. FarrisDissertation submitted to the faculty of the Virginia Polytechnic Institute and StateUniversity in partial fulfillment of the requirements for the degree ofDoctor of PhilosophyInIndustrial and Systems EngineeringDr. Eileen Van Aken (Chair)Dr. Kimberly EllisDr. C. Patrick KoellingDr. Richard GroesbeckDr. Geoffrey ViningDr. Toni DoolenDecember 18, 2006Blacksburg, VirginiaKeywords: Kaizen, Kaizen Event, Teams, Lean Manufacturing
An Empirical Investigation of Kaizen Event Effectiveness: Outcomes and CriticalSuccess FactorsJennifer A. FarrisABSTRACTThis research presents results from a multi-site field study of 51 Kaizen event teams in six manufacturingorganizations. Although Kaizen events have been growing in popularity since the mid 1990s, to date, there has beenno systematic empirical research on the determinants of Kaizen event effectiveness. To address this need, a theorydriven model of event effectiveness is developed, drawn from extant Kaizen event practitioner articles and relatedliterature on projects and teams. This model relates Kaizen event outcomes to hypothesized key input factors andhypothesized key process factors. In addition, process factors are hypothesized to partially mediate the relationshipbetween input factors and outcomes. Following sociotechnical systems (STS) theory, both technical and social(human resource) aspects of Kaizen event performance are measured. Relationships between outcomes, processfactors and input factors are analyzed through regression, using generalized estimating equations (GEE) to accountfor potential correlation in residuals within organizations.The research found a significant positive correlation between the two social system outcomes (attitudetoward Kaizen events and employee gains in problem-solving knowledge, skills and attitudes). In addition, theresearch found significant positive correlations between the social system outcomes and one technical systemoutcome (team member perceptions of the impact of the Kaizen event on the target work area). However, none ofthe three technical system outcomes (employee perceptions of event impact, facilitator ratings of event success andactual percentage of team goals achieved) were significantly correlated.In addition, the research found that each outcome variable had a unique set of input and process predictors.However, management support and goal difficulty were a common predictors of three out of five outcomes.Unexpected findings include negative relationships between functional diversity, team and team leader Kaizen eventexperience, and action orientation and one or more outcomes. However, many of the findings confirmedrecommendations in Kaizen event practitioner articles and the project and team literature. Furthermore, support forthe mediation hypothesis was found for most outcome measures. These findings will be useful both for informingKaizen event design in practicing organizations and for informing future Kaizen event research.ii
ACKNOWLEDGEMENTSThere are many people who have contributed to this research, both directly and by providing the friendship,encouragement and support that enabled me to keep going and to enjoy my graduate education. First, I would liketo thank my advisor, Dr. Van Aken. Thank you for all the ways you have mentored, encouraged and taught meover the years. Thank you for giving me opportunities to work on many interesting research projects and for helpingme develop skills related to research, teaching and other aspects of life in academia. Thank you for acting as myprofessional advocate and for helping me pursue opportunities for research, teaching, funding, conferencepresentations, publications and jobs. Thank you also for acting as my personal mentor and for helping me protectand balance my time throughout my graduate studies.To each of my committee members, thank you for your guidance and support in this dissertation and mygraduate studies as a whole. To Dr. Ellis, thank you especially for your mentoring and support in my threesemesters as your teaching assistant. You taught me a lot about what it means to be a professor and encouraged meto continue my graduate work. To Dr. Koelling, thank you for your wisdom and guidance in the development of mydissertation framework and for your encouragement to focus on the “big picture” in research and life. To Dr.Groesbeck, thank you for your guidance and support in the many lab research projects we worked on together. Youhelped me develop many different research skills and have been particularly instrumental in the refinement andanalysis of the survey scales for this research. To Dr. Vining, thank you for your kind encouragement and forchallenging me to think deeply about the complex statistical issues in this research. Your guidance was instrumentalin the development of my analysis methods. To Dr. Doolen, thank you for your faith in me and for the opportunityto work on the Kaizen research program from the conceptual stages. I learned a lot from you about the proposalwriting process and also about the specific content areas.To all of the team members and facilitators who participated in this research, thank you for yourwillingness to share your time and knowledge to expand the Kaizen event body of knowledge. A special thank youto the facilitators at the six participating organizations, who served as data collection coordinators for theirorganizations. In addition, I am grateful to the National Science Foundation for supporting this research under grantno. DMI-0451512. Also, a special thank you to June Worley who supervised data collection and data entry for thetwo organizations on the west coast. Thank you for all your work and for your quick and cheerful responses to anyquestions that I had.To all the faculty and staff of the Virginia Tech Industrial and Systems Engineering Department, thank youfor your help over the years. I particularly want to thank Lovedia Cole for welcoming me to the department and forall her help in understanding and completing the requirements of a graduate education, Kim Ooms for all her helpwith scheduling and creating documents for meetings, and Nicole Lafon for all her help with payroll and travelreimbursements. To all the Management Systems graduate students, thank you for all your camaraderie, knowledgeand encouragement – both professional and personal – a special thank you to James Glenn and Michael Schwandtwho had helped me stay focused (and sane) during these last few months of my dissertation work.To my family – Mike, Karen, Stephen, Amy, Valerie, Jordan, and Norma – thank you for your constantencouragement and for your faith in me throughout this process. I could not and would not have done this withoutyou. Also, thank you to my Virginia Tech family, the Graduate Christian Fellowship. To Patrice Esson, Mary DeanColeman, Abbie McGhee, Jay McGhee, Amy Albright, Dustin Albright, Shannon Alford, Jarrod Alford and JuliaNovak, especially, thank you for your friendship, fellowship and wisdom throughout the years and for helping mehave fun and stay focused in graduate school and life. Finally, I am grateful to God who makes all things possible.iii
TABLE OF CONTENTSCHAPTER 1: INTRODUCTION.11.11.21.31.41.51.61.71.81.9Research Motivation.1Research Questions .3Research Purposes and Objectives .4Problem Statement.5Sub-Problems and Outputs .5Research Model and Definitions .7Research Hypotheses.10Overview of Research Design, Premises, and Delimitations.11Contributions of this Research.13CHAPTER 2: LITERATURE REVIEW.162.1Review of the Literature Related to Kaizen Event Outcomes .162.1.1Introduction to Kaizen Events.162.1.2“Kaizen Event” versus “Kaizen” .192.1.3Technical System Outcomes .212.1.4Social System Outcomes.222.2Review of the Literature Related to Input Factors and Process Factors .232.2.1Project Success Factor Theory .232.2.2Team Effectiveness Theory.292.2.3Broader OSU – VT Research Initiative to Understand Kaizen Events .302.2.4Critical Success Factors from the Kaizen Literature.312.3Research Model Specification .44CHAPTER 3: RESEARCH .3.23.43.53.5.13.5.23.5.33.63.73.8Operationalized Measures for Study Factors.48Operationalized Measures for Technical System Outcomes.49Operationalized Measures for Social System Outcomes.50Operationalized Measures for Event Process Factors .51Operationalized Measures for Kaizen Event Design Antecedents.53Operationalized Measures for Organizational and Work Area Antecedents.54Overview of Data Collection Instruments .56Data Collection Procedures .57Sample Selection.57Mechanics of the Data Collection Procedures and Data Management.61Data Screening.62Factor Analysis of Survey Scales .65Factor Analysis of Kickoff Survey Scales .68Factor Analysis of Report Out Survey Scales – Independent Variables .69Factor Analysis of Report Out Survey Scales – Outcome Variables .72Reliability of Revised Scales .75Aggregation of Survey Data to Team-Level.76Screening of Aggregated Variables .87CHAPTER 4: RESULTS.894.1Overview of Models Used to Test Study Hypotheses .894.2Analysis of H1 - H4.944.3Regression Analysis to Test H5 – H8.974.3.1Screening Analysis Prior to Building Regression Models .97iv
4.3.2Model Building Process .994.3.3Model of Attitude.1044.3.4Model of Task KSA .1084.3.5Model of Impact on Area .1114.3.6Model of Overall Perceived Success.1134.3.7Model of % of Goals Met .1144.3.8Summary of Final Regression Models .1184.4Mediation Analysis to Test H9 & H10 .1204.4.1Mediation Analysis for Attitude.1234.4.2Mediation Analysis for Task KSA .1254.4.3Mediation Analysis for Impact on Area.1284.4.4Mediation Analysis for Overall Perceived Success .1304.4.5Mediation Analysis for % of Goals Met .1314.5Summary of Results of Hypothesis Tests .1324.6Post-Hoc Control Variable Analyses.134CHAPTER 5: DISCUSSION .1385.15.25.35.45.55.65.7Relationship between Kaizen Event Outcomes .139Significant Predictors of Attitude .145Significant Predictors of Task KSA .150Significant Predictors of Impact on Area .155Significant Predictors of Overall Perceived Success .162Significant Predictors of % of Goals Met.165Limitations of the Present Research .169CHAPTER 6: CONCLUSIONS .1736.16.26.36.4Summary of Research Findings.173Additional Testing of Model Robustness .178Testing of Additional Model Parameters.179Research on Sustainability of Event Outcomes .180REFERENCES .181APPENDIX A: UNCATEGORIZED LIST OF FACTORS FROM KAIZEN EVENT LITERATURE .196APPENDIX B: INITIAL GROUPINGS OF FACTORS FROM KAIZEN EVENT LITERATURE .200APPENDIX C: CATEGORIES OF FACTORS FROM KAIZEN EVENT LITERATURE.204APPENDIX D: EXAMPLE KAIZEN EVENT ANNOUNCEMENT .208APPENDIX E: PILOT VERSION OF KICKOFF SURVEY .209APPENDIX F: FINAL VERSION OF KICKOFF SURVEY .211APPENDIX G: PILOT VERSION OF TEAM ACTIVITIES LOG.213APPENDIX H: FINAL VERSION OF TEAM ACTIVITIES LOG .216APPENDIX I: PILOT VERSION OF REPORT OUT SURVEY .221APPENDIX J: FINAL VERSION OF REPORT OUT SURVEY.224v
APPENDIX K: PILOT VERSION OF EVENT INFORMATION SHEET.228APPENDIX L: FINAL VERSION OF EVENT INFORMATION SHEET.232APPENDIX M: PILOT VERSION OF KAIZEN EVENT PROGRAM INTERVIEW GUIDE.239APPENDIX N: PILOT VERSION OF KAIZEN EVENT PROGRAM INTERVIEW GUIDE – WRITTENSTATEMENT FOR PARTICIPANTS.242APPENDIX O: FINAL VERSION OF KAIZEN EVENT PROGRAM INTERVIEW GUIDE.243APPENDIX P: FINAL VERSION OF KAIZEN EVENT PROGRAM INTERVIEW GUIDE – WRITTENSTATEMENT FOR PARTICIPANTS.246APPENDIX Q: ADMINISTRATION AND TRAINING TOOLS FOR ORGANIZATIONAL FACILITATORS 248APPENDIX R: TABLE OF EVENTS STUDIED BY COMPANY .250APPENDIX S: SUMMARY OF STUDY VARIABLE RESULTS BY COMPANY.255APPENDIX T: FULL CORRELATION ANALYSIS RESULTS .256vi
LIST OF FIGURESFigure 1. Preliminary Operational Research Model .8Figure 2. Overall Model for Significant Predictors of Attitude .145Figure 3. Overall Model for Significant Predictors of Task KSA .150Figure 4. Overall Model for Significant Predictors of Impact on Area .155Figure 5. Overall Model for Significant Predictors of Overall Perceived Success.162Figure 6. Overall Model for Significant Predictors of % of Goals Met (Continuous Variable) .165Figure 7. Overall Model for Significant Predictors of Goal Achievement (Dichotomous Variable) .166Figure 8. Revised Research Model .174vii
LIST OF TABLESTable 1. Factor Groups for Kaizen Event Factors from the Kaizen Literature .38Table 2. Operationalized Measures for Technical System Outcomes .49Table 3. Operationalized Measures for Social System Outcomes .50Table 4. Operationalized Measures for Event Process Factors.51Table 5. Operationalized Measures for Kaizen Event Design Antecedents .53Table 6. Operationalized Measures for Organizational and Work Area Antecedents .55Table 7. Data Collection Activities for Each Event Studied.56Table 8. Characteristics of Study Organizations.59Table 9. Estimated Response Rates from Study Organizations.60Table 10. Final Count of Events Included in the Study .60Table 11. Pattern Matrix for Factor Analysis of Kickoff Survey Scales .69Table 12. Pattern Matrix for Factor Analysis of Report Out Survey Scales – Independent Variables .71Table 13. Revised Report Out Survey Scales – Independent Variables .71Table 14. Pattern Matrix for Factor Analysis of Report Out Survey Scales – Outcome Variables .74Table 15. Revised Report Out Survey Scales – Outcome Variables .74Table 16. Cronbach’s Alpha Values for Revised Survey Scales .75Table 17. Nested ANOVA p-values and ICC(1) Values for Survey Scales .82Table 18. Interrater Agreement Values for Survey Scales.85Table 19. Pairwise Correlations for Outcome Variables and Regression Significance Tests.96Table 20. Study Hypotheses and Test Results .97Table 21. VIF for Predictor Variables .99Table 22. Final Regression Model for Attitude .105Table 23. Initial Regression Model for Task KSA (based on SEMBTable 24. Initial Regression Model for Task KSA (based on SEETable 25.Table 26.Table 27.Table 28.)β GEE ) .109)β GEE ).110Final Regression Model for Task KSA.111Initial Regression Model for Impact on Area .112Final Regression Model for Impact on Area.112Final Regression Model for Overall Perceived Success .113Table 29. Initial Regression Model for % of Goals Met (based on SEMB))βGEE ).114Table 30. Final Regression Model for % of Goals Met (based on SEE β GEE ) .114Table 31.Table 32.Table 33.Table 34.Table 35.Table 36.Table 37.Table 38.Table 39.Table 40.Table 41.Table 42.Table 43.Table 44.Table 45.Table 46.Table 47.Table 48.Table 49.Table 50.Table 51.Initial Logistic Regression Model for % of Goals Met.116Final Logistic Regression Model for % of Goals Met .116Significant Direct Predictors of Outcome Variables.119VIF Values for Final Regression Models .120Internal Processes on Input Variable (X) Regressions (path a) .124Attitude on Internal Processes and Input Variable (X) Regressions (path b and path c’).124Internal Processes on Goal Clarity, Team Autonomy and Management Support.125Summary of Mediation Analysis Results for Attitude.125Task KSA on Internal Processes and Input Variable (X) Regressions (path b and path c’) .126Affective Commitment to Change on Input Variable (X) Regressions (path a) .126Task KSA on Affective Commitment to Change and Input Variable (X) Regressions.127Affective Commitment to Change on Goal Clarity, Team Autonomy and Management Support .128Summary of Mediation Analysis Results for Task KSA .128Action Orientation on Input Variable (X) Regressions (path a) .128Impact on Area on Internal Processes and Input Variable (X) Regressions (path b and path c’) .129Action Orientation on Goal Difficulty, Team Autonomy and Work Area Routineness .129Summary of Mediation Analysis Results for Impact on Area .130Tool Quality on Input Variable (X) Regressions (path a).130Impact on Area on Internal Processes and Input Variable (X) Regressions (path b and path c’) .130Tool Quality on Goal Clarity and Management Support.131Summary of Mediation Analysis Results for Overall Perceived Success.131viii
Table 52. Goal Achievement (Dichotomous) on Internal Processes and Input Variable (X) Regressions (path b andpath c’).132Table 53. Summary of Results of Tests of H5 – H10 .132Table 54. Effect Size Table for Attitude.145Table 55. Effect Size Table for Task KSA .150Table 56. Effect Size Table for Impact on Area .156Table 57. Effect Size Table for Overall Perceived Success.162Table 58. Effect Size Table for % of Goals Met (Continuous Variable) .165Table 59. Effect Size Table for % of Goals Met (Dichotomous Variable) .166Table 60. Summary of Relations Found in this Research.173ix
An Empirical Investigation of Kaizen Event Effectiveness: Outcomes and CriticalSuccess FactorsCHAPTER 1: INTR
An Empirical Investigation of Kaizen Event Effectiveness: Outcomes and Critical Success Factors Jennifer A. Farris ABSTRACT This research presents results from a multi-site field study of 51 Kaizen event teams in six manufacturing organizations. Although Kaizen events have been growing in popularity since the mid 1990s, to date, there has been
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pejoratives like Kaizen in a box, kamikaze Kaizen, Kaizen paint by numbers, popcorn Kaizen. And it's true that Kaizen events many times have been misapplied by people who miss the big picture from a lean perspective or even continuous recruitment. So what I wanted to do was bring people back to the context that Kaizen event should be within,
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