Abstract
Purpose - Despite abundant literature in the private sector a significant gap was detected in the public sector, where there were only small academic efforts to appraise or assess the implementation of the Japanese approach in this sector. The likely reason for this lack of literature is the low implementation of Kaizen evidenced over the years in the public sector. Public organizations have at their disposal a large number of recommendations which are vague, abstract and even contradictory. Accordingly, the assessment of the implementation of Kaizen represents a theoretical gap, for which filling is both necessary and vital to the body of knowledge that represents the application of continuous improvement in a public setting. Therefore, the main purpose of this study is to evaluate the design, management and implementation of Kaizen projects in local governments through the analysis and comparison of empirical data with regard to a theoretical conceptual scheme found in the literature.Design/methodology/approach - A qualitative study was conducted using case study strategy. The case studies were conducted in three Town Halls (two in Spain and one in Mexico) with active and sustained implementation of Kaizen projects. It was verified throughout that the selected cases applied Kaizen projects for at least five years in their work processes and public services.Findings - As a result of the empirical work we propose a new specific and individualized framework for the public sector called: "Kaizen projects conceptual schemes (KPCS), based on the cycle Plan, Do, Check and Act (PDCA) in order to form a theoretical and practical guide that can serve as a base for local governments seeking to implement Kaizen in their management.Research limitations/implications - The study focused on three Town Halls (two Spanish and one Mexican), so is not possible to generalize the results.Practical implications - The Kaizen projects conceptual schemes (KPCS) may represent an instrument of evaluation, management, development and improvement to any Kaizen effort initiated in the public sector.Originality/value - As far as the authors are aware, this is one of the first paper that proposes a framework of Kaizen in public organization both in areas of academics and practitioner.
Purpose - Despite abundant literature in the private sector a significant gap was detected in the public sector, where there were only small academic efforts to appraise or assess the implementation of the Japanese approach in this sector. The likely reason for this lack of literature is the low implementation of Kaizen evidenced over the years in the public sector. Public organizations have at their disposal a large number of recommendations which are vague, abstract and even contradictory. Accordingly, the assessment of the implementation of Kaizen represents a theoretical gap, for which filling is both necessary and vital to the body of knowledge that represents the application of continuous improvement in a public setting. Therefore, the main purpose of this study is to evaluate the design, management and implementation of Kaizen projects in local governments through the analysis and comparison of empirical data with regard to a theoretical conceptual scheme found in the literature.Design/methodology/approach - A qualitative study was conducted using case study strategy. The case studies were conducted in three Town Halls (two in Spain and one in Mexico) with active and sustained implementation of Kaizen projects. It was verified throughout that the selected cases applied Kaizen projects for at least five years in their work processes and public services.Findings - As a result of the empirical work we propose a new specific and individualized framework for the public sector called: "Kaizen projects conceptual schemes (KPCS), based on the cycle Plan, Do, Check and Act (PDCA) in order to form a theoretical and practical guide that can serve as a base for local governments seeking to implement Kaizen in their management.Research limitations/implications - The study focused on three Town Halls (two Spanish and one Mexican), so is not possible to generalize the results.Practical implications - The Kaizen projects conceptual schemes (KPCS) may represent an instrument of evaluation, management, development and improvement to any Kaizen effort initiated in the public sector.Originality/value - As far as the authors are aware, this is one of the first paper that proposes a framework of Kaizen in public organization both in areas of academics and practitioner.