Critical Success Factors for Sustainable Kaizen Implementation in Case of Mugher Cement Factory
| dc.contributor.advisor | Yitbarek, Takele (Dr.) | |
| dc.contributor.author | Meseret, Debalkie | |
| dc.date.accessioned | 2020-02-25T14:27:20Z | |
| dc.date.accessioned | 2023-11-04T09:36:44Z | |
| dc.date.available | 2020-02-25T14:27:20Z | |
| dc.date.available | 2023-11-04T09:36:44Z | |
| dc.date.issued | 2019-10 | |
| dc.description | A Thesis submitted to school of Graduate Studies of Addis Ababa University in partial fulfillment of the requirement for the Degree of Masters of Science in Management | en_US |
| dc.description.abstract | 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 & recognition and reward accounts for 19.769 % of the variance; employee’s attitude and employee participation accounts for 14.538 % of the variance; education and training & 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’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. | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/20734 | |
| dc.language.iso | en | en_US |
| dc.publisher | A.A.U. | en_US |
| dc.subject | Critical Success Factor | en_US |
| dc.subject | Factor analysis | en_US |
| dc.subject | Kaizen | en_US |
| dc.subject | Success Indicator | en_US |
| dc.title | Critical Success Factors for Sustainable Kaizen Implementation in Case of Mugher Cement Factory | en_US |
| dc.type | Thesis | en_US |