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Practices and Challenges of Implementing Kaizen at Small and Micro Enterprises (SMEs) of Gulele Sub City with the collaboration of Entoto TVET polytechnic college.

Practices and Challenges of Implementing Kaizen at Small and Micro Enterprises (SMEs) of Gulele Sub City with the collaboration of Entoto TVET polytechnic college.

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  • Abstract This study aims to investigate the Practices and Challenges of Implementing Kaizen at Small and Micro Enterprises (SMEs) of Gulele Sub City. Pragmatic proof shows that there exists a gap between the correct Kaizen implementation and its actual practice by the Executives, Implementers, Entoto TVET College and Enterprises. Preparing and implementing an extraordinary excellent policy for organizational performance and effectiveness by itself cannot bring growth and development without motivated, strive with enthusiastic workers commitment among all members of the staff and the executives as synergy form. Indeed, bad strategy and policy plan by itself does not bring enhancement for any organization. Selecting, implementing and benchmarking excellent and apparent management and organizational structure implement for business Venture and government organization mandatory. To assure the above ideas the coordination demanded strong and capable management system but we are uncertain on this perspective. Hence without assigned appropriate management system it is impossible to ensure sustainable growth and development. On the other hand without creating strong awareness of all stakeholders worked in the form of synergy, including positive attitude towards the proper implementation of Kaizen in the enterprise. According to Asayehgn Desta (2013), the Ethiopian manufacturers are still going on as a drawback about getting human capital and asset. The manufacturing sector is less than 5.0 per cent of its contribution to the Gross Domestic Product due to lack of highly skilled human resources, using different managerial tools, as well as a technological gap. Those executives’, implementers’, and owners’ of the MSEs were found to be lack of the proper implementation of Kaizen as a performance of knowledge, attitude and skills. The objectives of this study to indicate growth and development of SMEs it might meet with millennium development goals (MDGs) and recommend training and development. The guiding principle aimed at proper kaizen training and implementations play an important role for SMEs growth and development for themselves and their country. Therefore, this study intends to investigate the practice and challenges of implementing Kaizen at MSEs in partnership with Entoto TVET College in Gulele Sub City of Addis Ababa. In the Study, the following research questions were addressed: (1). How was the Kaizen implemented by the stakeholders? The Implementation of Industrial Extension Strategy is changing continually. Why do you think this Happened? Etc. As Kaizen it is a collective term of productivity improvement, creative idea and innovation expected from entire workers by following a bottom- up management approach; it has a procedure and problem solving mechanism suggestion system. In this study, the researcher will employ case study methods of the qualitative and survey research approach, such as semi- structured interviews, questioner, and observations in order to collect pertinent data from stakeholders, namely, the executives, implementers, as well as the owners and employees of the SMEs in Gulele sub-city. Kaizen training Implementation and then analyzed them was used booth thematic data analysis. The study establishes that Kaizen implementations have been demanded total capacity building the implementers and executives because the themes does not ask radical change but the measurement s of the executives indicated that despite the proper implementation of the Kaizen team evidenced by report they terminated the position, as the worda level relevant stakeholders response and TVET levels implementers respond evaluation shows from the data collection. The study establishes for proper Kaizen implementation to match with policy intentions, policy executives and implementations need capacity to understand, plan and make policy implementation sustainable. The finding of the research shows that all respondent agreed on the woreda level commencement for the implementation of Kaizen indicate
  • that the top executive started the position without concrete evidence and ceased also without intention. But the position at woreda level were important form the implementers’ achievement of Kaizen implementation the instrument answered by the respondent, reports of the woreda level Kaizen implementation and TVET level, and observation the research were proved.