Appendix: KAIZEN Questionnaire

General Organizational Information

Organization’s name
Organization’s address
Respondent’s name and designation
Respondent’s contact no./e-mail
address
Primary product(s) of the organization
Type of company Small scale Medium scale

Since when you have started your 1–4 years 5–8 years 9–12 years More than
manufacturing organization 12 years
Since when you are applying CI <2 years 2–4 years 4–6 years >6 years
approach
What is the present status of Early Midway Majority Successfully
implementing CI strategies stages stages completed completed
Which type of KAIZEN is more Process type Flow type
effective

Part A: Please indicate the level of usage (maturity level) and level of i­ mportance
of continuous improvement strategies in your organization

Level of usage Level of importance

To To a To a
Not Not at all some moderate large
Mature Developing Immature applicable important extent extent extent
CI strategies (1) (2) (3) (4) (1) (2) (3) (4)
Supplier development
Total cost 1 2 3 4 1 2 3 4
management
Value analysis 1 2 3 4 1 2 3 4

© The Author(s), under exclusive licence to Springer International 115

Publishing AG, part of Springer Nature 2019
J. Singh, H. Singh, Strategic Implementation of Continuous Improvement
Approach, SpringerBriefs in Operations Management,
https://doi.org/10.1007/978-3-319-93121-0
116 Appendix: KAIZEN Questionnaire

Level of usage Level of importance

To To a To a
Not Not at all some moderate large
Mature Developing Immature applicable important extent extent extent
CI strategies (1) (2) (3) (4) (1) (2) (3) (4)
Value stream 1 2 3 4 1 2 3 4
analysis
Process (just in time)
Cycle time 1 2 3 4 1 2 3 4
reduction
Process flow 1 2 3 4 1 2 3 4
analysis
Material flow 1 2 3 4 1 2 3 4
analysis
Theory of 1 2 3 4 1 2 3 4
constraints
Redesign 1 2 3 4 1 2 3 4
Workflow 1 2 3 4 1 2 3 4
analysis
Total quality management
5S 1 2 3 4 1 2 3 4
Error proofing 1 2 3 4 1 2 3 4
analysis
Failure mode 1 2 3 4 1 2 3 4
effect analysis
Six Sigma 1 2 3 4 1 2 3 4
Standardization 1 2 3 4 1 2 3 4
Total productive maintenance
Preventive 1 2 3 4 1 2 3 4
maintenance
Autonomous 1 2 3 4 1 2 3 4
maintenance
Equipment 1 2 3 4 1 2 3 4
restoration
Change over 1 2 3 4 1 2 3 4
reduction:
SMED
Minor stoppage 1 2 3 4 1 2 3 4
elimination
Customer relationship
Quality 1 2 3 4 1 2 3 4
function
deployment
Customer 1 2 3 4 1 2 3 4
quality, cost,
and delivery
analysis (QCD)
If any other,
please specify
Appendix: KAIZEN Questionnaire 117

Part B: Please indicate the level of usage (maturity level) and level of i­ mportance
of CI support methods in your organization

To To a To a
Not Not at all some moderate large
CI support Mature Developing Immature applicable important extent extent extent
methods (1) (2) (3) (4) (1) (2) (3) (4)
People (total involvement)
Internal training 1 2 3 4 1 2 3 4
and monitoring
Manager 1 2 3 4 1 2 3 4
development
Suggestion 1 2 3 4 1 2 3 4
system
Team-based 1 2 3 4 1 2 3 4
improvement
Principles of 1 2 3 4 1 2 3 4
KAIZEN
System (support core work)
Finance 1 2 3 4 1 2 3 4
Marketing 1 2 3 4 1 2 3 4
Process flow 1 2 3 4 1 2 3 4
mapping
Support and 1 2 3 4 1 2 3 4
administrative
KAIZEN
Leadership
Vision alignment 1 2 3 4 1 2 3 4
and direction
Policy 1 2 3 4 1 2 3 4
deployment
Recognition 1 2 3 4 1 2 3 4
Promoting culture
Use of ISO 1 2 3 4 1 2 3 4
9000/TS
Standards
Promoting 1 2 3 4 1 2 3 4
through notice
boards
Promoting 1 2 3 4 1 2 3 4
through internal
media
(magazines,
newsletters)
Regular shop 1 2 3 4 1 2 3 4
floor visit by
management
Face-to-face 1 2 3 4 1 2 3 4
communication
If any other,
please specify
118 Appendix: KAIZEN Questionnaire

Part C: Please tick mark (√) the appropriate choice to indicate the i­mportant
barriers in implementing CI activities

Most
Not at all Neutral Important important
S. No. Barriers important (1) (2) (3) (4)
1 Poor planning 1 2 3 4
2 Lack of management commitment 1 2 3 4
3 Resistance of the workforce 1 2 3 4
4 Lack of continuous training and 1 2 3 4
education
5 Teamwork complacency 1 2 3 4
6 Use of an off-the-shelf program 1 2 3 4
7 Failure to change organizational 1 2 3 4
philosophy
8 Lack of resources 1 2 3 4
9 Inability to change organizational 1 2 3 4
culture
10. Inability to build a learning 1 2 3 4
organization that provides for
continuous improvement
11 Incompatible organizational 1 2 3 4
structure and isolated individuals
and departments
12 Inappropriate reward system 1 2 3 4
13 Ineffective measurement techniques 1 2 3 4
14 Paying inadequate attention to 1 2 3 4
customers
15 Inadequate use of empowerment 1 2 3 4
and teamwork
16 Poor interdepartmental relations 1 2 3 4
17 Lack of employee trust in senior 1 2 3 4
management
18 Politics and turf issues 1 2 3 4
19 Lack of strong motivation 1 2 3 4
20 Drive for short-term financial results 1 2 3 4
21 Lack of leadership 1 2 3 4
22 Lack of time to devote to quality 1 2 3 4
initiative
23 Incompatible organizational 1 2 3 4
structure and isolated individuals
and departments
24 Use of a prepackaged program 1 2 3 4
25 Inadequate knowledge or 1 2 3 4
understanding of KAIZEN
26 If any more, please specify
Appendix: KAIZEN Questionnaire 119

Parts D: Please indicate the role of CI values in enhancing the performance of

continuous improvement strategies

Not at all To some To a moderate To a great

Values important 1 extent 2 extent 3 extent 4
CI driving values
Respect 1 2 3 4
Responsibility 1 2 3 4
Empathy 1 2 3 4
CI enabling values
Humbleness 1 2 3 4
Trust 1 2 3 4
Openness 1 2 3 4
Cooperation 1 2 3 4
CI infusion values
Leadership
Structure support 1 2 3 4
Control system 1 2 3 4
Explicit behavior 1 2 3 4
change
Customer relationship
Efficiency 1 2 3 4
Quality 1 2 3 4
Competence 1 2 3 4
Flexibility 1 2 3 4
Innovation 1 2 3 4
Speed 1 2 3 4
Capacity 1 2 3 4
Uniqueness 1 2 3 4
Reliability 1 2 3 4

Part E: To what extent do you agree with the following statements c­ oncerning
the variable for enhancing the performance of continuous improvement
strategies?

Disagree Neutral Agree Strongly

S. No. Variables (1) (2) (3) agree (4)
Continuous improvement system and structure
1 Employees search for information, new 1 2 3 4
ideas, and technologies as a part of CI
practices
2 Employees facilitate and encourage 1 2 3 4
informal relationship as part of
continuous improvement practices
120 Appendix: KAIZEN Questionnaire

Disagree Neutral Agree Strongly

S. No. Variables (1) (2) (3) agree (4)
3 Employees take reasonable risks by 1 2 3 4
continuously experimenting with the new
ways of doing work
4 Employees use failures as an opportunity 1 2 3 4
to learn as part of continuous
improvement
5 Employees let organizational objectives 1 2 3 4
guide the evaluation of new ideas and
information as part of continuous
improvement practices
6. Employees actively monitor progress by 1 2 3 4
using action plans to ensure the goals of
continuous improvement program
Customer and supplier relationship
1 The firm’s reputation is important to the 1 2 3 4
firm’s competitive advantage
2 The product supplied is important to the 1 2 3 4
firm’s competitive advantage
3 The customer satisfaction is important in 1 2 3 4
the firm’s competitive advantage
Organizational culture
1 The organizational culture encourages 1 2 3 4
employees to hold knowledge closely
2 The organizational culture reinforces 1 2 3 4
behavior that upholds traditions
3 The culture encourages managers to 1 2 3 4
closely monitor work time
4 The culture focuses on short-term 1 2 3 4
performance
5 The culture encourages employee to 1 2 3 4
interact with other people
Firm performance
1 As a result of continuous improvement in 1 2 3 4
product, faster speed to market occurs
based on perception of actual
performance
2 As a result of continuous improvement in 1 2 3 4
product, the higher product
configurations occur based on perception
of actual performance
3 As a result of continuous improvement in 1 2 3 4
product, higher success of new products
launched occurs based on perception of
actual performance
4 Improved product innovation of new 1 2 3 4
parts and processes occurs based on
perception of actual performance
Appendix: KAIZEN Questionnaire 121

Part F: To what extent your organization has achieved the benefits of CI

implementation

Nominal Reasonable High Extremely high

S. No Benefits gain (1) gain (2) gain (3) gain (4)
Organization achievement
1 Achieving high return on 1 2 3 4
capital employed
2 Development of core-level 1 2 3 4
competencies
3 Increased profit 1 2 3 4
4 Improved business 1 2 3 4
performance
5 Enhanced professionalism in 1 2 3 4
the organization
6 Improvement in competitive 1 2 3 4
image of the organization
Productivity
7 Enhanced production rates 1 2 3 4
8 Improvement in overall 1 2 3 4
equipment effectiveness
9 Reduced material and operator 1 2 3 4
movement
10 Effective process flow 1 2 3 4
11 Reduced setup time 1 2 3 4
12 Reduced cycle time 1 2 3 4
Cost
13 Reduced operating cost 1 2 3 4
14 Reduced cost of consumables 1 2 3 4
15 Reduced cost of overhead 1 2 3 4
expenditure
16 Reduced cost of inventories 1 2 3 4
17 Reduced inspection cost 1 2 3 4
Quality
18 Reduced customer complaints 1 2 3 4
and rejections
19 Effective utilization of quality 1 2 3 4
tools
20 Reduced scrap and rework 1 2 3 4
21 Reduced operator mistakes 1 2 3 4
22 Reduced total percentage 1 2 3 4
defectives
23 Improved quality of work-life 1 2 3 4
Delivery
24 Improved delivery reliability 1 2 3 4
25 Providing faster delivery of the 1 2 3 4
product
122 Appendix: KAIZEN Questionnaire

Nominal Reasonable High Extremely high

S. No Benefits gain (1) gain (2) gain (3) gain (4)
26 Customer satisfaction by 1 2 3 4
providing at a time delivery
Safety
27 Reduced number of accidents 1 2 3 4
28 Maintaining health and safety 1 2 3 4
standards
If any more, please specify

Signature of the Respondent

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