The effect of kaizen implementation on operational performance

The main objective of this study was to examine the implementation of Kaizen and its implication on operational performance of NCSC. To do so, the researcher employed both descriptive and explanatory research design and mixed (quantitative and qualitative) research approach via cross-sectional study. Moreover, both primary and secondary data collection methods were utilized through census inquiry in which 120 respondents from Kaizen trainers, Kaizen Steering committee, 84 quality circle leaders, kaizen coordinator and kaizen facilitators were taken as target population of the study. Descriptive and multiple linear regressions (OLS) were also considered as data analysis tools to quench specific objectives of this thesis. The findings of the study revealed that all the prerequisites for implementation of Kaizen have been reasonably successfully realized and boost operational excellence i.e. cleaner work environment, better work simplification, highest plant availability, volume of production and sales, production efficiency and cost reduction have been achieved although non-segregation of duties, none staged engagement, ineffective reward systems, lack of customer focus are still challenges of Kaizen implementation. Overall, the implementation of Kaizen in NCSC played a paramount role in advancing the operational excellence of the company. So, to realize the continuous improvement, NCSC has to develop and step forward for the good starts of achievement as base line in one hand, and more focus towards its solution has to be paid towards the current bottlenecks of on a continuous basis.