Protocolaction planning for action research about kaizen in public organizations. The case of higher education

  1. Marin-Garcia, Juan A.
  2. Garcia-Sabater, Julio J.
  3. Maheut, Julien
Aldizkaria:
WPOM

ISSN: 1989-9068

Argitalpen urtea: 2018

Alea: 9

Zenbakia: 1

Orrialdeak: 1-13

Mota: Artikulua

DOI: 10.4995/WPOM.V9I1.8990 DIALNET GOOGLE SCHOLAR

Beste argitalpen batzuk: WPOM

Laburpena

In this protocol we complete the first three stages of action research to analyze possibilities for continuous improvement of processes in public universities. We define the problem or area of improvement in the organization; we identify the relevance of the topic to generate an academic contribution and propose an action plan or work protocol. Although we have focused on a public higher education organization, this protocol can be applicable without requiring too many adaptations, to any public service (at least in the Spanish context).[Protocolo: plan de acción para investigación-acción sobre mejora continua en servicios públicos. Aplicación a educación universitariaResumenEn este protocolo completamos las tres primeras etapas de la investigación acción para analizar posibilidades de mejora continua de procesos en universidades públicas. Definimos el problema o área de mejora en la organización; identificamos la relevancia del tema para generar una contribución académica y proponemos un plan de acción o protocolo de trabajo. Aunque nos hayamos centrado en una organización de educación superior pública, este protocolo puede ser aplicable sin precisar demasiadas adaptaciones, a cualquier servicio público (al menos en el contexto español).Palabras clave: Investigación-acción; mejora continua; universidad; mejora procesos; servicios públicos]

Erreferentzia bibliografikoak

  • Agmoni, E. (2016). The role of kaizen in creating radical performance results in a logistics service provider. Logforum, 12(3), 225-245. https://doi.org/10.17270/J.LOG.2016.3.4
  • Alfaro, J. A., Avella, L., & Mejía-Villa, A. (2016). Concerning the increasing relevance ofaction research methodology in improving collaboration between researchers and industry in the field of operations management. Paper presented at the 23rd EurOMA conference. TRondheim. Norway.
  • Audretsch, D. B., Martinez-Fuentes, C., & Pardo-del-Val, M. (2011). Incremental innovation in services through continuous improvement. Service Industries Journal, 31(12), 1921-1930. https://doi.org/10.1080/02642069.2011.552977
  • Baril, C., Gascon, V., Miller, J., & Cote, N. (2016). Use of a discrete-event simulation in a kaizen event: A case study in healthcare. European Journal of Operational Research, 249(1), 327-339. https://doi.org/10.1016/j.ejor.2015.08.036
  • Branco, D., Wicks, A. M., & Visich, J. K. (2017). Using quality tools and methodologies to improve a hospital's quality position. Hospital topics, 95(1), 10-17. https://doi.org/10.1080/00185868.2017.1279514
  • Burnes, B., & Cooke, B. (2013). Kurt lewin's field theory: A review and re-evaluation. International Journal of Management Reviews, 15(4), 408-425. https://doi.org/10.1111/j.1468-2370.2012.00348.x
  • Clayton, M. (1995). Encouraging the kaizen approach to quality in a university. Total Quality Management, 6(5-6), 593-601. https://doi.org/10.1080/09544129550035242
  • Cronshaw, S. F., & McCulloch, A. N. A. (2008). Reinstating the lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, 26(4), 89-103.
  • Chiarini, A., & Bracci, E. (2013). Implementing lean six sigma in healthcare: Issues from italy. Public Money & Management, 33(5), 361-368. https://doi.org/10.1080/09540962.2013.817126
  • Dahlgaard, J. J., Pettersen, J., & Dahlgaard-Park, S. M. (2011). Quality and lean health care: A system for assessing and improving the health of healthcare organisations. Total Quality Management & Business Excellence, 22(6), 673-689. https://doi.org/10.1080/14783363.2011.580651
  • de los Ríos-Carmenado, I., Sastre-Merino, S., Jiménez, C. F., Río, M. C. N. D., Pozo, E. R., & Arjona, N. G. (2016). Proposals for improving assessment systems in higher education: An approach from the model 'working with people'. Journal of Technology and Science Education, 6(2), 104-120. https://doi.org/10.3926/jotse.192
  • Dick, B. (2009). Action research literature 20062008. Action Research, 7(4), 423-441. https://doi.org/10.1177/1476750309350701
  • Erdogan, S., Quesada-Pineda, H., & Bond, B. (2017). An empirical tool to measure the effectiveness of kaizen events: A case study in the wood products industries. Forest Products Journal, 67(3-4), 164-178. https://doi.org/10.13073/FPJ-D-16-00044
  • Farris, J. A., Van Aken, E. M., Doolen, T. L., & Worley, J. (2009). Critical success factors for human resource outcomes in kaizen events: An empirical study. International Journal of Production Economics, 117(1), 42-65. https://doi.org/10.1016/j.ijpe.2008.08.051
  • García, C. J., Dueñas, R. M., Tanco, R. M., Diez, E. V., & García, J. S. (2010). Sustainability of continuous improvement systems in industry: Survey of bac and navarre.Intangible Capital, 6(1), 51-77. https://doi.org/10.3926/ic.2010.v6n1.p51-77
  • Gast, I., Schildkamp, K., & van der Veen, J. T. (2017). Team-based professional development interventions in higher education: A systematic review. Review of Educational Research, 0034654317704306. https://doi.org/10.3102/0034654317704306
  • Gohary, A., Alizadeh, H., & Hanzaee, K. H. (2016). How co-creation uplift suggestion systems' performance: Experimental studies in customer and employee sections. Asia-Pacific Journal of Business Administration, 8(2), 197-222. https://doi.org/10.1108/APJBA-11-2015-0095
  • Gonzalez Aleu, F., & Van Aken, E. M. (2016). Systematic literature review of critical success factors for continuous improvement projects. International Journal of Lean Six Sigma, 7(3), 214-232. https://doi.org/10.1108/IJLSS-06-2015-0025
  • Gurung, G., Derrett, S., Gauld, R., & Hill, P. C. (2017). Why service users do not complain or have 'voice': A mixed-methods study from nepal's rural primary health care system. Bmc Health Services Research, 17. https://doi.org/10.1186/s12913-017-2034-5
  • Iwao,S. (2017). Revisiting the existing notion of continuous improvement (kaizen): Literature review and field research of toyota from a perspective of innovation. Evolutionary and Institutional Economics Review, 14(1), 29-59. https://doi.org/10.1007/s40844-017-0067-4
  • Jaca, C., Suárez-Barraza, M. F., Viles-Díez, E., Mateo-Dueñas, R., & Santos-Garcia, J. (2011). Encuesta de sostenibilidad de sistemas de mejora continua: Comparativa de dos comunidades industriales de españa y méxico. Intangible Capital, 7(1), 143-169.
  • Jurburg, D., Viles, E., Tanco, M., & Mateo, M. (2016a). What motivates employees to participate in continuous improvement activities? Total Quality Management & Business Excellence, (advanced on-line). https://doi.org/10.1080/14783363.2016.1150170
  • Jurburg, D., Viles, E., Tanco, M., Mateo, R., & Lleó, A. (2016b). Measure to succeed: How to improve employee participation in continuous improvement. Journal of Industrial Engineering and Management, 9(5), 1059-1077. https://doi.org/10.3926/jiem.2074
  • Karel, L. I., Delisle, D. R., Anagnostis, E. A., & Wordell, C. J. (2017). Implementation of a formulary management process. American Journal of Health-System Pharmacy, 74(16), 1245-1252. https://doi.org/10.2146/ajhp160193
  • Lasrado, F., Arif, M., Rizvi, A., & Urdzik, C. (2016). Critical success factors for employee suggestion schemes: A literature review. International Journal of Organizational Analysis, 24(2), 315-339. https://doi.org/10.1108/IJOA-04-2014-0753
  • Marin-Garcia, J. A. (2015). Publishing in two phases for focused research by means of "research collaborations". WPOM-Working Papers on Operations Management, 6(2), 76-80. https://doi.org/10.4995/wpom.v6i2.4459
  • Marin-Garcia, J. A., Bautista Poveda, Y., & Garcia-Sabater, J. J. (2014). Levels in the evolution of continuous improvement: A multiple case study. Intangible Capital, 10(3), 584-618. https://doi.org/10.3926/ic.425
  • Marin-Garcia, J. A., Bautista Poveda, Y., Garcia-Sabater, J. J., & Vidal Carreas, P. I. (2010). Implantación de la innovación continua en la gestión de operaciones: Una revisión de la literatura. Innovar, 20(38), 77-95.
  • Marin-Garcia, J. A., Garcia-Sabater, J. J., Maheut, J., Valero-Herrero, M., & Andres-Romano, C. (2012). Gestión de recursos humanos para ingenieros de la rama industrial. Harlow: Pearson Education.
  • Marin-Garcia, J. A., Pardo del Val,M., & Bonavia, T. (2008). La mejora continua como innovación incremental. El caso de una empresa industrial española. Economia Industrial(368), 155-169.
  • Middel, R., Coghlan, D., Coughlan, P., Brennan, L., & McNichols, T. (2006). Action research in collaborative improvement. International Journal of Technology Management, 33(1), 67-91. https://doi.org/10.1504/IJTM.2006.008192
  • Miles, M. B., Huberman, A. M., & Saldana, J. (2013). Qualitative data analysis: A methods sourcebook: SAGE Publications.
  • Naslund, D., Kale, R., & Paulraj, A. (2010). Actionresearch in supply chain management -a framework for relevant and rigorous research. Journal of Business Logistics, 31(2), 331-355. https://doi.org/10.1002/j.2158-1592.2010.tb00155.x
  • Ortega y Gasset, J. (2015 (1a ed 1930)). La misión de la universidad: Cátedra.
  • Pinto, M. J. A., & Mendes, J. V. (2017). Operational practices of lean manufacturing: Potentiating environmental improvements. Journal of Industrial Engineering and Management, 10(4 Special Issue), 550-580. https://doi.org/10.3926/jiem.2268
  • Pujol-Cols, L. J. (2016). Satisfacción laboral en docentes universitarios: Medición y estudio de variables influyentes. REDU. Revista de Docencia Universitaria, Vol. 14, Núm. 2 (2016). https://doi.org/10.4995/redu.2016.5974
  • Ramírez, K. A., & Álvaro, V. P. (2017). Continuous improvement practices with kaizen approach in companies of themetropolitan district of quito: An exploratory study. Intangible Capital, 13(2), 479-497. https://doi.org/10.3926/ic.901
  • Sanchez, L., & Blanco, B. (2014). Three decades of continuous improvement. Total Quality Management & Business Excellence, 25(9-10), 986-1001. https://doi.org/10.1080/14783363.2013.856547
  • Sanchez, L., & Blanco, B. (2016). Review of professional literature from the hispanic world on the field of continuous improvement: 1990-2011. Revista Espanola De Documentacion Cientifica, 39(1). https://doi.org/10.3989/redc.2016.1.1264
  • Scholtes, P. R., Joiner, B. L., & Streibel, B. J. (2003). The team handbook. Madison: Oriel.
  • Schwarz, U. v. T., Nielsen, K. M., Stenfors-Hayes, T., & Hasson, H. (2017). Using kaizen to improve employee well-being: Results from two organizational intervention studies. Human relations, 70(8), 966-993. https://doi.org/10.1177/0018726716677071
  • Suarez-Barraza, M. F., & Rodriguez-Gonzalez, F. G. (2015). Bringing kaizen to the classroom: Lessons learned in an operations management course. Total Quality Management & BusinessExcellence, 26(9-10), 1002-1016. https://doi.org/10.1080/14783363.2015.1068594
  • Sunder, V. M. (2016). Constructs of quality in higher education services. International Journal of Productivity and Performance Management, 65(8), 1091-1111. https://doi.org/10.1108/IJPPM-05-2015-0079
  • Swanson, D. J., & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of Change Management, 14(1), 28-47. https://doi.org/10.1080/14697017.2013.788052
  • White, W. F. (1991). Participatory action research. New York: SAGE publications. https://doi.org/10.4135/9781412985383
  • Wooddell, V.(2009). Employee empowerment, action research and organizational change: A case study. Organization Management Journal, 6(1), 13-20. https://doi.org/10.1057/omj.2009.10
  • Yermakova, S. (2016). Fundamental aspects of implementing lean production into educational process of higher technical educational institutions. Science and Education(1), 62-66. https://doi.org/10.24195/2414-4665-2016-1-14
  • Young, M. (2011). The continuous improvement grid: An empirical investigation into the effectiveness of a systems, and action research, based continuous improvement intervention, for 'new' organisation development. Systemic Practice and Action Research, 24(5), 453-478. https://doi.org/10.1007/s11213-011-9195-7
Datuen iturria: Dialnet