| Abstract: | This study investigated the effect of Kaizen principles on productivity at MIDROC's Tea
Processing and Packing Factory in Addis Ababa, Ethiopia. Amidst growing global
competition in the tea industry, the research aimed to assess the effectiveness of key Kaizen
elements—continuous improvement practices, employee involvement, standardized
procedures, and the Plan-Do-Check-Act (PDCA) cycle—within the specific context of
Ethiopian tea production. A mixed-methods approach was employed, combining quantitative
data from surveys and key performance indicators with qualitative insights gleaned from
document analysis. This approach allowed for a more nuanced understanding of the
complexities of Kaizen implementation. The study revealed significant correlations between
certain Kaizen principles and improved productivity. A strong positive correlation was
observed between continuous improvement practices and overall productivity, validating
existing literature on Kaizen's impact. Furthermore, active employee participation in
decision-making and problem-solving demonstrated a significant positive impact,
highlighting the importance of empowering workers in process improvement. While
standardization showed a positive correlation, the PDCA cycle unexpectedly exhibited a
negative correlation with productivity, suggesting the need for further investigation and
potential adjustments in its implementation. This counterintuitive finding underscores the
importance of context-specific research in Kaizen implementation. The study recommends
that MIDROC and other organizations in the Ethiopian tea industry prioritize fostering a
culture of continuous improvement, actively engage employees in decision-making and
problem-solving, and implement robust and appropriate standardized processes. Crucially,
further research is needed to understand the specific challenges related to PDCA cycle
utilization within the factory, including potential cultural or contextual factors influencing its
effectiveness, and to develop tailored strategies for its more effective implementation. These
strategies can enhance operational efficiency, reduce waste, improve product quality, and
contribute to a stronger competitive advantage for Ethiopian tea producers in the
international market. |
