Professional Documents
Culture Documents
The Role of Kaizen in Creating PDF
The Role of Kaizen in Creating PDF
Erez Agmoni
Graduate School of Business, Assumption University of Thailand, Bangkok, Thailand
ABSTRACT. Background: This study investigates the role of an incremental change in organizational process in
creating radical performance results in a service provider company. The role of Kaizen is established prominently in
manufacturing, but is nascent in service applications. This study examines the impact of introducing Kaizen as an ODI
tool-how it is applied, how it works, and whether participants believe it helps service groups form more effective working
relationships that result in significant performance improvements.
Methods: Exploring the evolving role of Kaizen in service contexts, this study explores a variety of facets of human
communication in the context of continuous improvement and teamwork inter-organizationally. The paper consists of an
archival study and an action research case study. A pre-intervention study consisting of observations, interviews, and
submission of questionnaires to employees of a manufacturing and air-sea freight firm was conducted. A Kaizen
intervention occurred subsequently, and a post-intervention study was then conducted.
Results: Radical improvements in both companies such as 30% financial growth, 81% productivity improvement and
more are demonstrated in this paper.
Conclusions: Findings offer unique insights into the effects of Kaizen in creating radical performance improvements in
a service company and its customer. Both qualitative and quantitative results of business, satisfaction, and productivity
suggest time invested in introducing Kaizen into a service organization helps the companies improve relationships and
improve the bottom line dramatically.
226
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
227
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
developed from the initial study related to contrary to the opinions of managers. The
planning the final study: same condition applies to this study. The
1. To what extent does Kaizen influence inability of the researcher to participate
business results of a logistics service without influencing behaviors and responses
company and its manufacturing customer? was a limitation. Other limitations relate to
2. Do participants believe the Kaizen validity. In qualitative studies, validity is
methodology is effective in helping service confirmed through triangulation [Bush 2002],
groups form effective working and according to Denzin [1984], there are four
relationships? kinds:
3. What does quality mean for the companies − Triangulation by multiple researchers
participating in the study? − Theory triangulation
4. Can Kaizen lead to improved collaboration? − Data investigation for triangulation
− Triangulation by approach to data
In order to answer these questions, the
following objectives set forward: Regarding triangulation by multiple
1. To determine the situation in the company researchers, multiple investigators research
before the Kaizen intervention in terms of a phenomenon simultaneously. If the
financial and business growth, productivity researchers achieve the same results, findings
and; customer and employees' satisfaction. are valid. During theory triangulation,
2. To design set of activities based on Kaizen researchers who hold disparate perspectives
that would be used as an OD intervention to review material and reach conclusions. If they
engender high performance results. reach the same conclusions, results are valid.
3. To monitor the effect of the Kaizen In the third type, data from multiple sources
activities on the company's financial and are reviewed for consistency. This study uses
business growth, productivity and; this method. Another follows one approach to
customer and employees' satisfaction. analyzing data. In determining validity by
4. To determine observable differences these methods, the question is whether the
between pre and post ODI on financial and literature review supports findings. Results of
business growth, productivity and; a literature review are compared to reports
customer and employees' satisfaction. from participants, both pre- and post-study,
and in this manner, data are triangulated. If
Research Hypothesis is as follow: results agree, they are empirically valid
[Denzin 1984]. The companies under
The null hypothesis is H0: The Kaizen- investigation were only one set of companies,
based OD activities will not make much of and might not have represented the complete
a difference in the financial and business picture of the context. This limitation was
growth, productivity and customer and inevitable due to time constraints.
employees' satisfaction.
H1: The Kaizen-based OD activities will
improve business results of the two LITERATURE REVIEW
companies,
This literature review examines studies of
H2: The Kaizen-based OD activities will Kaizen and inter-organizational collaboration,
improve customers' satisfaction, and implications to both, in supply chains.
H3: The Kaizen-based OD activities will
improve employees' productivity. Kaizen
228
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
229
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
service sector: 5S, gemba kaizen workshops, workers or partners-each additional degree of
and process mapping. These techniques interaction offers increasing degrees of
improve processes and quality of public strategic advantages. Although companies
services provided by public councils. sometimes fear cooperating with organizations
According to Tye and Chen [2005], they regard as competitors for fear of losing
contemporary companies must capture and advantages, the opposite appears to be true;
maintain competitive advantages. By cutting collaborating with other organizations, even
costs and increasing quality, Kaizen offers this within the same structures, increases
opportunity. Dated but relevant, Friedman competitiveness and offers strategic
[1970] suggests that businesses have a moral advantages by increasing the value chain
imperative to shareholders to acquire and [Gunasekaran, Lai, Cheng, 2008].
maintain profit. Companies are becoming
increasingly global, and as the nature of Various forms of interdependence might
business changes from local to national and have different forms of coordination and
finally to global, so must methods of commonality; Thompson [1997] suggests the
conducting business. In the case examined in interdependence might be pooled, sequential,
this study, inter-organizational collaboration is or reciprocal. Pooled interdependence might
investigated as playing a role in Kaizen. Do involve mediating technology, while sequential
participants believe it helps service groups interdependence long-linked technology and
form more effective working relationships? reciprocal interdependence might also involve
intensive technology. Thompson further
Implications to Supply Chains defines three types of coordination:
standardization, planned, and mutual
Lia, Ragu-Nathanb, Ragu-Nathanb and adjustment. During standardized coordination,
Raob [2004] suggest that an effective supply there are rules to coordination, developed to
chain helps company secure competitive improve the company's bottom line and reflect
advantages. An effective chain improves improved performance by unit cost since clear
organizational performance because it shortens rules for how to deal with each other are
times between orders out and in, improves established. Confusion is eliminated, and time
turnover, decreases space needed for supplies, and money are saved. Planned coordination
and commits fewer assets to stock (Lia et al., accomplishes the same, but the planning is
2004). The interrelationship of supply chain conducted based on circumstances of, for
management and the overall ability of example, the production of a user's manuals.
a company to compete influence the company's Finally, mutual adjustment can be used if
degree of global competitiveness [Su & Yang, neither of the other two techniques are
2010]. appropriate. To be effective, mutual
adjustment must be conducted in an
Interdependence, Coordination, and environment of constant communication
Collaboration [Thompson 1997].
230
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
mediated, or intensive. Long-linking requires flights and suppliers [Maxon, 2010, Southwest
linking of various tasks over a period, for Airlines Cargo 2010].
example, on an assembly line. The mediating
process links people for mutual benefit such as To stay competitive, companies engaged in
groups that wish to sell diapers overseas. One manufacturing must adapt to market changes
group makes the diapers, another sells them. quickly, and companies with close
The mediating process is the link. Intensive relationships with suppliers are better able to
processes are devoted to changing an item, and accomplish these changes. Companies that
changes are made depending on feedback work collaboratively with partners that are
regarding the item. An example of an intensive experienced increase efficiency and decrease
process is a company's competition in variability [Wu, Katok, 2006]. Sheffi [2002]
a professional contest during which each level points out that inventory, which refers to
must be achieved before the company inventory held by a manufacturer or supplier,
progresses to the next level. According to is either being processed or decoupled.
Thompson, a link exists between coordination Decoupled inventory (inventory between
and task, but the link to collaboration is less processes) takes up the most time. Decoupled
clear [Thompson, 1997]. Rockwell and inventory time decreases unless time to process
Bennett [2004] suggest this might not be the the inventory through the chain decreases. The
case. difficulty is determining how to decrease
processing. Since decoupling time can occur
Relation to Supply Chain Performance anywhere in a chain, it is necessary to involve
all parts of an organization when decreasing
Extant research demonstrates that supply processing.
chains can be measured, but various forms of
measurement must be applied to nodes of the Collaborative planning, forecasting, and
chain [Niemi, Pekkanen, Huiskonen, 2007]. replenishment (CPFR) developed over the
Since little empirical evidence exists that years. Bose was one of the first suppliers to
relates to supply chains, applying Six Sigma or establish collaboration with suppliers. The
Kaizen to a chain is more difficult since the company freed employees and cut production
concept behind these methodologies is costs when it moved suppliers in-house as part
measurement and improvement [Anthony, of a purchasing and materials team [Dong,
2004]. Sheffi [2002] suggests that most of the Carter, Dresner, 2001]. An additional benefit
savings or improvements that result from was that in-house suppliers were better able to
collaborative planning and forecast see customers' needs, and thus were in a better
replenishment (CPFR) come from decreasing position to make not only practical
time inventory is decoupling, or between suggestions, but suggestions that might result
processes. Companies must ensure retailers do in direct benefits to customers [Sheffi 2002].
not face out-of-stock (OOS) situations, while Bose's experiment was called JIT-II, or Just-in-
keeping excess stock to a minimum. A number Time II. Although results suggested success,
of collaboration processes were developed the process did not become standard because
throughout the years, though emphasis on companies were leery of full implementation.
collaborative planning and forecasting began With contemporary technology, it is possible
in the early 1960s and survives in one iteration for companies involved in collaboration to
or another today [Sheffi, 2002]. Daugherty et view operations virtually, and make
al. [2006] suggest that when companies are recommendations, in essence acting as
willing to take the time and effort to work interested consultants, without displacing
together to develop supply chains, existing staff members or adding to the home
collaboration pays. Kimberly Clark, Tesco, company's costs.
Wal-Mart, Sara Lee, and others developed
supply chains through collaboration After JIT-II was developed, the efficient
[Daughtery et al., 2006]. In the airline industry, customer response (ECR) movement evolved,
Southwest achieved continued excellence and concentrating on better responses. From there
profitability by collaborating with both evolved high customer service, with emphasis
employees and other organizations to organize on product replenishment. The change was
231
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
termed continuous replenishment programs [2008] argue that a two-stage process, with
(CRP) [Sheffi, 2002], but was discarded communication down the supply chain and
quickly as the idea of quick response times then back up, was more beneficial.
rose. The overriding business goal at this point
was to shorten the cycle time, and in doing so
preserve corporate resources during the THEORETICAL FRAMEWORK AND
process of taking items from raw materials to CONCEPTUAL PROCESS DIAGRAM
end use. Companies gradually began to
understand that any real improvement would Literature on Kaizen-how it works, its
necessarily include collaboration, in one form performance improvement role, how
or another, with suppliers, transportation, and participants in supply chains regard use of
logistics suppliers, and even buyers. However, Kaizen during supply chain manipulation, and
collaboration was difficult because logistics how participants regard use of Kaizen during
had to be calculated manually or through collaboration-was written within frameworks
multi-step processes; at the time, there existed of total quality management, systems theory,
few logistics software [Sheffi 2002]. An added and CPFR (Collaborative planning and
complication was that companies within the forecast replenishment) Theories from
process clashed over priorities since each Bertalanffy (1976) were investigated in
company struggled to accomplish its own ends. relation to systems theory and supply chain
The solution appeared to be vendor managed management. As Brown [2010] mentioned
inventory (VMI), in which a manufacture there are many tools to build success in
could provide a buyer with sales and order organization thru high performance systems
forecasts. The vendor received a great benefit: (HPS), Kaizen was chosen from the various
salaries for sales workers were lowered and quality improvement tools be used during
suppliers/vendors were better able to predict intervention. Its small improvement cycles
cycles of sales and losses. However, were perceived as beneficial to identify radical
manufacturing companies that used VMI performance changes. The diagram in Figure 2
received little real benefit. Although VMI represents potential tools for high performance
pointed the way to collaboration, at the time it systems under study, from which Kaizen was
operated in one direction, from manufacturer selected.
to buyer. Claassen, van Weele, and van Raaij
Saunders, Lewis, and Thornhill [2009] epistemological stance chosen for this study
characterize conducting research as similar to was positivist, with elements of interpretivism.
peeling layers of an onion. As each layer of an This stance allowed the researcher to use
onion is peeled, more information is revealed scientific approaches to investigation while
until the core of a subject is reached. The interpreting human actions involved in making
layers include epistemological stances, business decisions. Positivism is used most
ontological approaches, research strategies, frequently in quantitative studies, so
timeframes, and data collection methods. The a combination of positivism and interpretivism
232
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
is appropriate for mixed methodologies [Riley, induction ideal for business applications in
Schouten, Cahill, 2003]. which the field changes rapidly [Saunders et
al., 2009]. Yin [2006] suggests that a mixed
The ontological approach chosen was methodology might be more appropriate;
inductive reasoning, or analytic induction. mixed methodologies allow for investigations
Analytic induction allows a researcher to within investigation, which leads to
question what he/she knows constantly. It is convergence of data. Thomas [2003] suggests
used commonly with interpretivism, and that qualitative and quantitative studies can be
allows a researcher to modify theories and mixed.
hypotheses during research as new information
is gathered. This factor makes analytic
The research strategy defines the strategy a period [McEligot, 2005]. Longitudinal
used to investigate a question. The strategy can research allows a researcher to conduct a study
include experiments, action research that reviews how a situation changes over time.
ethnography, or case studies. The action This study included repeated observations of
research model of a pre- and post-ODI design the same variable so as a short-term,
in the context of a case study was chosen as the longitudinal study it addresses more than one
research strategy. Yin [2009] suggests that the period since the case study began with a pre-
case study be used to investigate a process or ODI design and concluded with a post-ODI
problem while searching for an explanation of design. The company's situation was assessed
information, so the case study is an appropriate prior to a development initiative, and a
research strategy [Yin, 2009]. By combining baseline was established. After a Kaizen
a case study, action research, and a literature intervention, a post-ODI review was
review, study materials triangulate more easily. conducted, and similarities or differences were
The timeframe addresses whether a study compared. Changes were evaluated and
covers a single point in time or a situation over
233
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
recommendations for future research were service provider, and satisfaction of both
developed. external and internal customers before and
after the ODI, the researcher examined
Data collection included a variety of performance results resulting from Kaizen
methods, including observations, interviews, from the two collaborative companies.
and secondary research. By combining
a variety of data collection methods, materials
triangulate more easily [Saunders et al. 2009]. ACTION RESEARCH FRAMEWORK
Jeerapaet [2009] suggests that researchers
conducting action research in the context of The pre-ODI investigation determined how
ODI should identify problem areas, develop Kaizen can be used as an intervention to create
and implement intervention techniques, and radical performance results among
monitor and evaluate results. These were organizations in a supply chain. The company
methods were used during this study. The was expected to recognize that it needed to
diagram shown in Figure 3 shows the direction rework its supply chain to better use methods
of each company before and after a Kaizen of Kaizen, combined with collaboration. The
intervention. pre-ODI investigation was repeated as a post-
intervention assessment to determine what
Through a thorough evaluation of the changes occurred. Figure 4 shows the action
financial and business results of both research framework used in this study.
companies, employee productivity of the
To allow the organization to embrace the walks in groups and individually. Teams were
needed change, the intervention lasted one asked to work together with the manufacturing
year, starting with two days of Kaizen training, company to identify needed improvements
which included the theory and need of Kaizen, monthly. Two months after initial training, the
and hands-on exercises in a form of Gemba teams underwent visual management system
234
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
235
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
The increase of business given to the the customer in the service provider's
service provider demonstrates greater trust of capabilities. Since ODI focused on the air and
236
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
ocean warehousing departments, there is only were filed at the office for an average period of
one conclusion that an increase from zero to 3 months, and only 1 document per shipment
3,819 tons and 75% in air and ocean volumes, was stored in a warehouse for later retrieval if
respectively, suggests: direct connection needed. Electronic messages between systems,
between Kaizen implementation and growth of EDI, resulted in 99.6% on-time deliveries, and
business. Considering the manufacturing from the manufacturing sustainability report,
customer's related business results, the the researcher found that CO2 emissions were
researcher found that the number of shipments at 0.87 million tons per year (Table 3).
with irrelevant documents was 1%, documents
There is a clear indication that Kaizen identified as best-in-class in the market, and
events created a more efficient working improved productivity. When asked about the
environment, and waste was removed from the degree of collaboration between the companies
system in a form of fewer non-essential in relation to the Kaizen implementation,
documents, faster document filing, and fewer participants described it as high, moving
documents sent to long-term storage. Errors forward with high commitment from both
reduced so EDI transmission grew to an sides. To a question concerning beliefs that
accuracy of 99.6%. One of the greatest Kaizen can be used to improve inter-
achievements was analysis of the organizational collaboration, participants
manufacturing supply chain using new tools responded affirmatively.
that brought life to the service provider's
slogan: "We want your air cargo, because we When replies were compared with the pre-
want to help you reduce it." By finding new ODI assessment, the researcher noticed that
solutions, some of the air freight business people started to use stronger words to
shifted to less-polluted ocean freight or describe the benefits to both companies. To
combined sea-air solutions. The last step to growth and save money words they added
evaluating the business report was to confirm business advantage, market domination, and
whether these results accorded with best-in-class. Their views on the degree of
participants' opinions. Staff members from collaboration changed from mixed reactions of
both companies completed similar good and needs improvement to still growing
questionnaires. and high commitment between the companies.
This indicates that participants felt that
The first question, regarding benefits to the introducing Kaizen helped both companies and
manufacturing company, was described in improved collaboration. There was no change
participants' answers as a business advantage in feelings regarding the impact of Kaizen;
that helped the company dominate the market both before and after ODI, people felt Kaizen
due to less risk and more competitiveness. The could advance collaboration. Table 4 shows
second question, regarding advantages for the a comparison of answers.
service provider company, received replies
such as improved standards, longer The business results are clearly indicating
partnerships with customers, reduced costs, that the working hypothesis H1 is valid.
237
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
Both external customer satisfaction results As Sporty working with more than one
and internal customer voice were re-examined logistics provider, its employees and managers
to identify changes in reactions after could answer the questions comparing the
intervention. Similar questions were chosen service level of the different products to
from the new yearly Customer Satisfaction competitors with the right point of view
Survey (CSS) and results are presented independently.
juxtaposed with pre-ODI results in Table 5. As
the survey has been given to the external When the researcher compared results
customer, Sporty, 28 randomly selected before and after ODI, the following was
employees and managers were selected to observed: The service provider was more
likely to be recommended to other colleagues
238
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
or business associates; Answers to few of the chosen significant level of 0.05 (or 5%
questions grew from 79% to 90%. Capabilities variance) meaning that the t value is significant
of the service provider as a supply chain expert enough to reject the null hypothesis.
and its portfolio remained neutral on "agree"
and "strongly agree," with 90% and 95%, By the survey results, the null hypothesis
respectively. Under primary products that H0 is rejected and H2: The Kaizen-based OD
received attention during the Kaizen activities will improve customers' satisfaction,
intervention, the air and ocean products, the is proven to be valid working hypothesis.
researcher observed improvements in best-in-
class and industry level. Air products moved
up by 82% from 9% to 91%, and ocean PRODUCTIVITY
products moved from 59% to 81%. This aligns
with the trust the customer gave to the service Pre- and post-ODI investigations of the last
provider by increasing business in these two element suggest productivity divided into two
products. For customs brokerage product that parts: looking at average files per person per
was not part of the Kaizen ODI, we can barely month and EES results. The number of files
see any improvement; the fact that not all after ODI was 56 per person per month,
products gone thru the Kaizen ODI also a growth of 81% from the 31 files before ODI
influenced two other questions. (Table 7). The high increase of 81% in
productivity by itself validating the working
The researcher used two statistical tools to hypothesis H3: The Kaizen-based OD
verify this questionnaire: Cronbach Alfa and activities will improve employees'
Student t-test. To determine the consistency productivity.
and reliability of the questionnaire the
researcher test it by Cronbach Alfa validity test Table 7. Pre- and Post-ODI Productivity
and got a results of α = 0.943, a clear Tabela 7. Produkcyjność przed i po ODI
indication of high level of internal consistency. Pre-ODI Post-ODI Change
Average
Table 6. t-Test: Paired Two Sample for Means Files/Person/ 31 56 81%
Tabela 6. Test t par średnich Month
Variable 1 Variable 2
Mean 106.5714286 119.7143
Variance 281.3650794 179.3968 The researcher chose the same questions
Observations 28 28 from the new yearly employee engagement
Pearson Correlation 0.335237963 survey to identify changes in perceptions
Hypothesized Mean regarding employees' satisfaction with work
Difference 0 and the company. A small increase in
df 27 satisfaction from employees toward the
t Stat -3.949108129 company (the first 3 questions) was identified,
P(T<=t) one-tail 0.000253137 and a larger increase of 24% was observed
t Critical one-tail 1.703288446 when employees compared the company to
P(T<=t) two-tail 0.000506274 competitors. There was also an increase in
t Critical two-tail 2.051830516 satisfaction regarding employees' daily work
environment, and a decrease was observed in
In order to reject the null hypothesis for the perceptions toward policies and practices,
small sample of 28 informants, and due to the attributable to the fact that pre-ODI
fact that same group received the questions participants previously worked as they wish,
before and after the ODI, the researcher also and after ODI there was more structure that
used the paired t-test method on the results. required them to work in certain ways. Table 8
Results of the t-test are shown in table 6. We details results of pre- and post-ODI.
can see that t = -3.949 meaning that the post
ODI results has higher mean than the pre ODI;
and that the p-value of the results, P (two-tail)
= 0.0005 which is much smaller than the
239
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
240
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
241
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
242
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
Claassen M.J.T., van Weele A.J., van Raaij Imai M., 1997, Gemba Kaizen. New York,
E.M., 2008, Performance outcomes and NY: McGraw-Hill.
success factors of vendor managed
ISO (2010). ISO 9000 essentials. International
inventory (VMI). Supply Chain
Organization for Standardization. Retrieved
Management, 13(6), 406-414.
from
Colenso M. (Ed.)., 2000, Kaizen strategies for http://www.iso.org/iso/iso_9000_essentials
improving team performance. London,
Jeerapaet P., 2009, The impact of organization
England: Financial Times Prentice Hall.
development interventions on performance
Daugherty P., Richey G., Roath A., Min S., management of C.I.T Property Consultants
Chen H., Arndt A., Genchev S., 2006, Is Co., Ltd: A case study. Bangkok, Thailand:
collaboration paying off for firms? Business Assumption University. Retrieved from
Horizons, 49(1), 61-70. http://gsbejournal.au.edu/Ph.DOD/6.pdf .
de Silva, Ranian. Financial Management., Feb Ketchen D., Giunipero L., 2004, The
2014, 17-17. 1. 4. intersection of strategic management and
supply chain management. Industrial
Deming W., 2000, Out of the crisis.
Marketing Management, 33(1), 51-56.
Cambridge, MA: MIT.
Laraia A., Moody P., Hall R., 1999, The
Denzin N., 1984, The research act. Englewood
Kaizen blitz: Accelerating breakthroughs in
Cliffs, NJ: Prentice Hall.
productivity and performance. New York,
Dong Y., Carter C., Dresner M., 2001, JIT NY: John Wiley and Sons.
purchasing and performance: An
Lia S., Ragu-Nathanb B., Ragu-Nathanb S.,
exploratory analysis of buyer and supplier
Raob S., 2004, The impact of supply chain
perspectives. Journal of Operations
management practices on competitive
Management, 19(4), 471-483.
advantages and organizational performance.
Friedman M., 1970, The social responsibility Omega, 34(2), 107-124.
of business is to increase its profits. The
Barraza M.F.S., Smith S., Dahlgaard-Park
New York Times Magazine, September 13,
S.M., 2009, Lean-kaizen public service: An
32-33, 122-126.
empirical approach in Spanish local
Glover, Wiljeana J.; Liu, Wen-Hsing; Farris, governments. The TQM Journal, 21(2),
Jennifer A.; Van Aken, Eileen M., 2013, 143-167.
International Journal of Operations &
Maxon T., 2010, Quick resolutions expected to
Production Management. 33, 9, 1166-1201.
hurdles in Southwest Airlines-AirTran deal.
36.
DallasNews.com. Retrieved from
Gunasekaran A., Lai K., Cheng T.C.E., 2008, http://www.dallasnews.com/sharedcontent/
Responsive supply chain: A competitive dws/dn/latestnews/stories/DN-
strategy in a networked economy. Omega, swhurdles_29bus.ART0.State.Edition1.342
36(4), 549-564. 517b.html
Hammer M., Champy J., Tathan R.L., 1993, McEligot A., 2005, Epidemiological study
Reengineering the corporation: A manifesto design. Retrieved from
for business revolution. New York, NY: http://www.epi.uci.edu/media/docs/study%
Harper Collins. 20design%20april2005.ppt.
Huxham C., 1993, Pursuing collaborative Niemi P., Pekkanen P., Huiskonen J., 2007,
advantage. Journal of the Operational Improving the impact of quantitative
Research Society, 44(6), 599-611. analysis on supply chain policy making.
Huxham C., 1996, Collaboration and International Journal of Production
collaborative advantage. In C. Huxham Economics, 108(1/2) 165-175.
(Ed.), Creating collaborative advantage, 1- Riley S., Schouten W., Cahill S., 2003,
18. Thousand Oaks, CA: Sage. Exploring the dynamics of subjectivity and
243
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
power between researcher and researched. Business Excellence, 25, 9/10, 1002-1025.
FQS, 4(2), 122-136. 24.
Rockwell K., Bennett C., 2004, Targeting Thomas R., 2003, Blending qualitative &
outcomes of programs. University of quantitative research methods in theses and
Nebraska, Lincoln. Retrieved from dissertations. Thousand Oaks, CA: Corwin
http://citnews.unl.edu/TOP/index.html. Publishing.
Saunders M., Lewis P., Thornhill A., 2009, Thompson J., 1997, Organizations in action.
Research methods for business students New York, NY: McGraw-Hill.
(5th ed.). Essex, England: Harlow,
Tye M., Chen P., 2005, Selection of
FT/Prentice Hall.
expatriates: Decision-making models used
Sheffi Y., 2002, The value of CPFR. by HR professionals. Human Resource
Proceedings of the 2002 RIRL Conference, Planning, 28(4), 15-21.
Lisbon, Portugal, 13-16.
Wu D., Katok, E., 2006, Learning,
Southwest Airlines Cargo., 2010, Southwest communication, and the bullwhip effect.
Airlines Cargo takes quality to the next Journal of Operations Management, 24(6),
level. Retrieved from 839-850.
http://www.kansascity.com/2010/10/06/228
Yin R., 2006, Mixed methods research: Are the
2227/southwest-airlines-cargo-takes.html.
methods genuinely integrated or merely
Su Y., & Yang C., 2010, A structural equation parallel? Research in the Schools, 13(1),
model for analyzing the impact of ERP on 41-47.
SCM. Expert Systems with Applications,
Yin R., 2009, Case study research: Design and
37(1), 456-469.
methods. Beverly Hills, CA: Sage.
Suárez-Barraza Manuel F.; Smith, Tricia.,
2014, Total Quality Management &
244
Agmoni E., 2016, The role of kaizen in creating radical performance results in a logistics service provider.
LogForum 12 (3), 225-245. DOI: 10.17270/J.LOG.2016.3.4
URL: http://www.logforum.net/vol12/issue3/no4
245