1. WELCOME To VIVA VOCE …
PRACTICES AND CHALLENGES OF KAIZEN
IMPLEMENTATION AT ENTOTO POLYTECHNIQUE
CLUSTER COLLEGE IN WOREDA 3 OF GULELE
SUB-CITY, ADDIS ABABA CITY ADMINISTRATION
By
Berhanu Tadesse Taye
Advisor:.......
Vocational Education and Management Unit
College of Education and Behavioural Studies
Addis Ababa University
November 2014

2. Outline of Presentation
1. Introduction
2. Background of the Study
3. Statement of the Problem
3.1. Basic Research Questions
4. Objectives of the Study
5. Context of the Study
6. Research Design and Methodology
7. Findings
8. Conclusion
9. Recommendation
10. Limitations of the Study

3. 1. INTRODUCTION
• In globalization era, the world gets organized in the form of
economic unity which necessitates quality management
system, like kaizen.
• Kaizen literally means “improvement” or is often
interpreted as gradual progress or incremental change
participating the whole workers share ideas and their
creativity ↑↓ in the hierarchy.
• TQM (in 1950), Kaizen later (1986) is one way of
improvement of work process associated with organization
performance and effectiveness.
• Prominent intellects (scientist), Edward Deming from USA
but in Japan, Isikawa and Eiji Toyoda from Japanese work
on it (TQM). The later is Masaaki Imai clarify it the term
Kaizen.

4. 2. BACKGROUND OF THE STUDY
• Against those backdrops, a number of countries in the
world, including Ethiopia have got convinced by the
positive contributions of the Kaizen (Total Quality
Management) System to the quality of business
management and products from the firms.
• The Government of Ethiopia, inspired by the
practicality of the Kaizen Policy in the business firms,
adopted it as an exemplary approach and tool of growth
and development in July 2008.
• According to Imai (1997) Kaizen is a commonsense low
cost approach to management its goal is to help
enterprises attain higher quality of products and
services lower cost and timely delivery.

5. 3. STATEMENT OF THE PROBLEM
Different countries in the world applied Kaizen
Management techniques.
It has various types of practice for the purpose of slow
and steady improvement.
Most Asian countries have successes in this strategy.
But, it has encountered by multi-dimensional challenges.
Ethiopia has taken similar reforms measures aiming at
alleviating the observed problems through the
incorporation of Kaizen as a policy from Japans.
Likewise, Kaizen being implemented in Addis Ababa at
industry/company and Woreda level (SMEs level).
Kelly (2000: 71), in contrast, states that “…the partial or
incorrect implementation of generated strategy and policy
will always produce instability and wastage of resources.”

6. Statement of the Problem (Cont’d…)
That is why the Government of Ethiopia employed
professionals to implement the full package of industrial
extension and technology adaptation and transfer workers
which were an attempt was launched as the second phase
in 2011.
The researcher’s knowledge acquired through work
experience alike to this theme exposition and practical
involvement in an event and activity as a coordinator that
enable gained knowledge over time.
Therefore Kaizen implementation some of the drawback
linked to the pre- and present Kaizen implementation in
the Woreda level as lack of awareness, attitudes and
stakeholder participation for the amelioration of SMEs
business activity.
Consequently, the practice of Kaizen Training was not

7. Statement of the Problem (Cont’d …)
 There were material and financial constraints and the executives’
and the implementers’ poor capacity to applying the proper policy and
strategy in a context sensitive approach.
The assessment report presented in the meeting shows that kaizen
training implementation had come up with several problems associated
with the implementation of Kaizen in all constituencies/ stakeholders of
Addis Ababa which played similar roles.
Kaizen strategy and its application in the SMEs were at grassroots
(Woreda) level in Addis Ababa, the organizational structure was done
without any detailed and feasibility study.
If the Government’s policy makers are benchmarking the
appropriate policy, it should safeguard at least for five, ten or more
years like that of the originator as a strategy implementation at
grassroots level.
Nevertheless, due to dawdling of working environment most of
Woreda Kaizen team was evacuated from their work place and
employed in the factories also the remaining professionals lastly the
TVET agency assigned as trainers in TVET colleges others lay off....

8. Statement of the Problem (Cont’d …)
Though a number of journals and reviews have been
conducted, a comprehensive and systematic study was not
conducted regarding kaizen program implementation to
benchmark best practices, innovation, knowledge sharing,
ergonomics and obtained operational knowledge management
about the theme.
Gemechis (2007) and ILO (2009) also indicate that
entrepreneurs in SMEs are surrounded by a number of
challenges.
These challenges have thus hindered the entrepreneurs in the
enterprises from making meaningful contributions to the
attempt towards poverty reduction in towns, region and the
country as a whole.
Therefore, this research aims at attempting to make a
profound (deep) study at the Entoto TVET Cluster College
implementation of Kaizen in the SMEs.

9. 3.1. Basic Research Questions
As Kaizen Management System is a newly emerging system,
this study intended to address the following research questions:
How did the managers of kaizen training implementers and
stakeholders practice kaizen as expressed in the documents on
Kaizen Training Strategy at those SMEs in the Woreda?
To what extent, is the implementation of kaizen strategy
changing the activities, products and services provided by the
Cluster Polytechnic College?
What important advantage has implementing the Kaizen
Training Strategy to SMEs under the Cluster Polytechnic
College?
why the challenges encountered during implementation and
successes of implementing Kaizen in the SMEs under Entoto
Cluster College?

10. 4. OBJECTIVES OF THE STUDY
4. 1General Objective
This study generally aimed at investigating the practices and challenges of
implementing Kaizen at SMEs which are working in partnership with
Entoto TVET College in Woreda 03 of Gulele Sub City, AACA.
4.2 Specific Objectives
Identify the kaizen implementation practices at Entoto TVET Cluster
polytechnic college in Woreda 03 SMEs of Gulele Sub-City
Administration.
To investigate the organizational strength of the stakeholders and Entoto
TVET Cluster College in relation to the provision of Kaizen Training
implementation in SMEs Gulele Sub-City,
Identify Kaizen contributions to knowledge, skills and attitudes
development in different SMEs in partnership with Entoto Polytechnic
Cluster College;
To investigate the approach used by enterprises and TVET College to
address the challenges encountered by SMEs in Gulele Sub-City;
To identify factors contributing to challenges in implementing kaizen
strategy in the Woreda and stakeholders.
To identify possible and plausible suggestions to be implemented at
different and various socio-economic contexts.

11. 5. CONTEXT OF THE STUDY
The pilot project in the company 2009 to 2010 was
conducted and observed the success and resumed the
best practices at AACA SMEs Gulele Sub-City including
woreda 3 DTM/Menen industry areas and other place
there were 12 small and micro Enterprise in 2011/12
implemented the area of manufacturing, construction
and service sectors implemented Kaizen with the
collaboration of TVET College, former Woreda
Industrial Extension and Kaizen Institute.
This study involve only 6 enterprises by using
available sample of small and micro enterprises which
implement Kaizen at Woreda 3 of Gulele Sub-City were
more capable of doing kaizen implementation.
The overall description profile of sample enterprises
and Entoto TVET College may vividly put the image(s)
of them.

12. 5.1. Rationale of the Study
The supporting strategy set by AACA for SMEs provides
the package according to the growth level of the enterprises
which mean the beginners level (MSEs) did not involved in
the kaizen implementation.
That is above capable alone SMEs endorsed (formally
approved) to implement kaizen according AACA TVET
agency.
i.e. for MSEs practices of kaizen implementation were not
endorsed.
Working culture and activity of the TVET, the stakeholders
and the Enterprises clearly expressed including their profile.

13. 6. RESEARCH DESIGN AND METHODOLOGY
• The methodology of a research study emerges out of the
nature of the problems and purpose of the study.
•In order to have understanding of the new phenomenon
as recommended (Yin,2009) mainly quantitative and
qualitative mixed research methods were used.
• The mixed method in another form can use by means of
multiple methods in a single study.
• 6.1. Research design
The chosen design for this research is Case Study, and it
falls within the interpretive and positive paradigm in
which both qualitative and quantitative mixed approach
were the most prominent research methods in this study
employed.

14. 6.2. Source of Data Collection
Data for this research was collected from both primary and secondary sources of
data collection during the field work since each source has its own importance
about obtaining right data.
The primary data were triangulating the secondary data. Primary data was
collected using semi-structured and structured interviews, questionnaires, and
persistent observations. Data from one TVET College and six SMEs which
found in woreda three documents were also analyzed. Secondary data, on the
other hand were got from books, report document, internet sources, pamphlets
other media sources. The data from the secondary sources were analyzed
using thematic and content analysis.
Primary and secondary data sources were used for this research,
Interviews, questioners and frequent field observation were used to get valid
information to assess the states of TVET and enterprises from respondents, as
well as for triangulation purpose.
To strengthen the data, the study is conducted with document reviews to
mismatch between actions and outcomes. The job positions of the study
participant

15. 6.2 Sampling Techniques
Purposive sampling for selecting Entoto TVET College
Convenience or availability sampling for selecting the
SMEs.
Stratified sampling to collect the quantitative data
Purposive, snowball and judgment sampling for selecting
the informants.
For the quantitative data, the researcher used stratified
sampling technique.
In order to use the stratified sampling, the study
population was stratified into strata.
In the first stratum, all teachers (trainers) in the TVET
College and all employees in those enterprises were grouped
to select and draw samples for the actual data collection as
trainees and trainers.

16. 6.3. Selection of Participants
In E TVET CC, out of the total population of 105 trainers, 55
sample of the targeted coordinators and trainers, 26 (47.27%) + mgt
staff (Dean) 1=27
Among a total of 142 employees in the enterprises, the researcher
selected only 35 (24.65%)
From former Woreda Kaizen Teams…… 4 (Mgt staff=2; staff=2).
Woreda MSE Office ……………………… 4 (staff=3 ; Mgt=1)
Woreda MFSCA……………………………staffs=3 mgt 1=4
Out of 6 SMEs………………………41 (35 employees ; owners+ 6)
 Interviewed: a total of 7 interviewees (composed of 1 Vice Dean, 2
Woreda Industrial Extension Coordinators (Kaizen implementers),
1 MSE Office Head, 1 Microfinance Office, and 2 SMEs were
selected for interviews.
 80 respondents in the study Woreda were selected and interviewed.
Specifically, the researcher dispatched 27 questionnaires to the
trainers, 41 to the employees and 12 to the stakeholders who are
directly related their job implement kaizen in the sample enterprises to
collect the quantitative data.

17. 6.4. Data Collection Instruments
 Yin (2008) defined the case study as research approach
that seeks to answer the “how” and “why” questions.
 In the study, both quantitative and qualitative data
collection instruments and procedures were employed.
These include:
Questionnaires;
 Interview guide/protocol;
Semi-structure interview
 Observation checklists; and
Documentary Analysis Template/Matrix.

18. 6.5. Reliability and Validity
Those scaled items in the structured questionnaire were found to be
reliable and valid because the Cronbach’s alpha coefficient correlation was
calculated to be .850 which is higher than .70 (as stated in the main study
of Table 3.2). Cronbach's alpha coefficient is generally used as a tool for
assessing the reliability of Likert scales it measure attitude. The higher the
score, the more reliable the generated scale is.
Content validity checked by advisor and three kaizen trainers.
6.5.1. Pre-testing and Pilot Study
Pilot Study: Once the questionnaire was constructed, the researcher must
pilot, it used as feasibility study the idea or method behind research ideas
are sound, before launching a larger quantity, this was done.
Pre-test: To detect ambiguous and unclear statements, a draft
questionnaire was first administered by selecting a total of ten respondents
(i. e. five trainers, two coordinators, and three owners of the enterprises)
for pre-testing the questionnaire and undertaking the initial pilot study at
Entoto TVET Institution which was not included in the actual research,
including trustworthiness and ethical considerations.

19. 7. RESEARCH FINDINGS - FIRST IMPLEMENTATION
Background characteristics of the respondents: a total of 75 (93.8%) of
the respondents were males and 5 (6.2%) were females. The majority of
the respondents are males.
which involves much more physical work, might have contributed to the
less number of female workers in the study.
Regarding their educational status, more than half of the proportion of
the respondents, 42 (52.5%) were found to hold first degree.
However, a total of 17 (21.3%) of the respondents were below certificate
in their educational status most of them were those employees in the
enterprises that appeared to be below the recommended standard
proposed by the TEVT Agency Office in Addis Ababa.
The actual implementation of kaizen strategy has achieved success
stories in Woreda 3 Administration of Gulele Sub-City, Addis Ababa.
After the implementation stage, fifty-three percent of the respondents felt
that they had a very clear understanding of the kaizen strategy.
The study assessed whether or not they were able to use the information
and/or skills acquired through the implementation to improve their own
effectiveness as a leadership team. About two-fifth (thirty-nine percent) of
the respondents evaluated the kaizen implementation at low level.

20. Findings (Cont’d …)
Despite the problem which was observed by the managers and the
implementers, their commitments were encouraging,
The stakeholders were positively involved in Woreda 3 Administration.
One Center Service in Gulele Sub-City Woreda 3 indicated that the Office
made a link between the enterprises to governmental organizations, NGOs
and buyers. Therefore, the enterprises sold their products in a large quantity.
 Overall success of the enterprises in kaizen implementation within their
enterprises. Being in the initial stage of the kaizen implementation, only 36.0%
of the respondents felt that kaizen contributed to reduction in lead time,
whereas six percent of them showed some types of quality improvement, five
percent of the respondents replied customers’ satisfaction, 45.0% of the
respondents replied that after implementation reduction of cost and lead time.
In addition, after going through the kaizen training and implementation
stage, (13.0%) of the respondents believed that kaizen would likely contribute
to increased staff motivation.
Based on the second indicator - the implementation included an effective level
of participation and involvement, a total of 36 (45.0%) of the participants in
the study considered its implementation as highly implemented, and 34
(42.5%) of them ranked it at the rate of moderately implemented.

21. Findings (Cont’d … )
Thus, this finding implies that the kaizen implementation is rated at moderate level.
One may conclude that there were good levels of commitment, interest and application on
the part of those stakeholders for the implementation of kaizen at Woreda 3
Administration.
As the research indicate that most of the enterprises didn’t apply properly Kaizen
particularly after implementation the sustainability of the strategy most of the enterprises
quit the event after the kaizen trainers leave the enterprise. Almost all enterprises didn’t
implement properly except two enterprises the formality and standard fulfilled by the
enterprises, like changing management and skills. Awareness creation also not carried out
properly before starting the event. Due to this problem the willingness of the enterprise is
less. This makes them difficult to implement and the success rate are lower than kaizen
strategy standard.
ATM engineering Metal and Wood Works Enterprise performed extraordinary
innovative technological work and gained in terms of shop width of 100 m2, and extra
space of 24 m2 . The Enterprise not only implemented Kaizen, but also applied BPR to
increase organizational performance and effectiveness in the Enterprise which can be best
practice for others and other enterprises which, in turn, used ATM as benchmarking.
Lalibela Woodworks Enterprise achieved such positive outcomes as shop width of 140 m2,
extra space of 50 m2, and expenses of ETB 1500 for the implementation, incomes which
amounted ETB 1000 from the selling of waste products and ETB 800 in support of
electricity installation. the sustainability of the strategy quit the event after the kaizen
trainers leave the enterprise
Kaizen team Woreda level was commenced without feasibility study and also ceased
without intention. However, the positions at this level were important for the purpose of

22. 8. Conclusion
The use of pilot taste to know the intended program is feasible or not this was conducted in
company but not in woreda level before hired kaizen implementers in larger quantity they
should have to hired and start small amount of employees. When we estimate the amount
lost due to fail the program it was much costly.
Indeed, kaizen during implementation (event) it has its own procedure to implement said former
woreda level kaizen team coordinator farther more if the enterprises implement the
procedure enthusiastically they will get small improvement at the beginning and big
improvement in the long range;
 Based on the total mean of 2.77, one can easily conclude that the activity of 5s in the
management resembles poorly implemented since the number is more than 2.5 times. It
somehow resembles fair. Therefore, the management needs capacity building before
implementing kaizen. Thus, more work is needed to solve the 5s implementation problems.
 Challenges related to the implementers of 5s:
 Woreda level Kaizen team has commenced without feasibility study and also ceased
without intention.
 Members of the implementation group are new to the activities which lead to loss of
confidence, lack of infrastructures and material resources
 Failure to actively involve the newly selected members of the implementation group from
the College and Woreda offices.
 Unable to recruit qualified employees for the jobs.
 New members are not familiar with job – there are gaps in their skills
 Coordination problem during commencement and communication,
 Lack of a trainer for Tapestry Training
 No adequate administrative supports, feedbacks , and encouragement.

23. 9. Recommendation
Before implementation, kaizen implementers and top management should get
training which ties them together on knowledge of kaizen leadership quality, skills
hand on and attitudes to go together with this dynamic world.
Within the premises of SMEs, training and development implementers should be
well-equipped with necessary materials and provide all forms of training, and
encourage private advisory kaizen training, The assignment of the position of top
management should be merit -based , the City Government should revise
organizational structure based on what the Policy document plan stipulates, the
stakeholders should improve their practice of documentation of kaizen at MSEs level.
Enterprises should revise business plan work on quality, reduce price of production,
as well as customers satisfaction, should increase staff motivation, increase
contribution of staff’s idea sharing and decision making, and should work on the
safety, and the sustainability of the package.
Therefore, the stakeholders should consider those stories as good lessons, work
hand-in-hand and shoulder-to-shoulder with one another in synergy form or esprit de
corps to effectively address the challenges identified.
Finally, it is recommended that professionals from different fields of study should
conduct studies on kaizen using more of quantitative methods which will be
triangulated by qualitative methods.
While we are on the verge of industrialisation which means transforming from
agriculture-led to industry-led in both our governmental institutions and private
enterprises, these organizations should have to implement Kaizen/TQM as a strategy.

24. 10. Limitations of the Study
 The research has some limitations although the student researcher has
devised mechanisms for handling risks, challenges and using the existing
opportunities properly in the process of the research undertakings.
The limitations include:
•Lack of comprehensive and systematic study on kaizen and related issues at
grassroots level even in the national level.
•Lack of books with reference to Kaizen (business management) in the
campus libraries, and also the book in the book shop is too mach expensive
to purchase.
•Lack of time and financial resources on the part of the researcher
•The sampled enterprises and trainers (respondents) ran in shortage of time
as they were busy in their engagement in production, sells and daily
responsibilities the trainers. In general Lack of willingness to actively
participate in the study.
•Some of the observed enterprises and TVET College had suspicions to a few
of the sensitive questions which might result in biased responses.
•The study may lack external validity because of the types and size of sample
taken.

25. Thank You!