Improving Kaizen Implementation in the Ghanaian Garment Production Industry: Prioritising Critical Success Factors

Frances Yayra Sefenu; Ninette Afi  Appiah; Stella Daah  Siaw; Evelyn  Kuupole

doi:10.35738/ftr.v6.2025.11

Authors

Frances Yayra Sefenu Author https://orcid.org/0009-0006-7234-3311 (unauthenticated)
Ninette Afi Appiah Author https://orcid.org/0000-0002-6790-240X (unauthenticated)
Stella Daah Siaw Author https://orcid.org/0000-0001-5824-2756 (unauthenticated)
Evelyn Kuupole Author https://orcid.org/0009-0007-0555-7712 (unauthenticated)

DOI:

https://doi.org/10.35738/ftr.v6.2025.11

Keywords:

Critical Success Factors, Garment producers, Kaizen, Key Performance Indicators

Abstract

Purpose: To examine key performance indicators that motivate the adoption of the Kaizen concept, assess challenges encountered during the adoption and prioritise critical success factors for improved Kaizen implementation in garments producing MSEs in Ghana.

Methodology/Design: The study adopted the positivism philosophy, which permitted a quantitative approach. An explanatory design was adopted for the study, and questionnaires were used in collecting data. The sample size was 204 respondents from 514 garment producers in MSEs in the Central region of Ghana. The data collected was analysed using Statistical Packages for Social Sciences software (version 27).

Findings: Key performance indicators (KPIs) that motivate garment producers in the Central region of Ghana to adopt the Kaizen concept are increasing productivity, reducing production costs and improving garment quality. However, challenges like an unstable electricity supply, worker resistance to change, and difficulties in sustaining Kaizen practices hinder progress toward achieving these KPIs. Leadership commitment, workers' training and development and physical work environment are critical success factors that need to be prioritised to improve the implementation and long-term success of Kaizen in the garment-producing industry.

Practical and Social Implications: The findings of the study provide direction to MSEs on integrating Kaizen into their operations to achieve productivity and quality improvements while addressing systemic challenges like an unstable electricity supply and resistance to change. Improving workplace conditions through Kaizen practices can enhance employee well-being and job satisfaction, fostering a more engaged workforce. Additionally, providing training and development opportunities for garment producers helps in embracing the principles and practices of Kaizen.

Originality: The study offers context-specific insights that address the key performance indicators that motivate Kaizen implementation in Ghanaian micro and small businesses (MSEs), in contrast to earlier research that has primarily concentrated on developed economies. Also, this study makes a unique contribution to the literature by identifying and prioritising critical success factors (CSFs) for Kaizen implementation within the context of Ghana’s garment industry. In addition, prior to this study, there was a paucity of literature regarding this topic in the study area.

Author Biographies

Frances Yayra Sefenu

Frances Yayra Sefenu, is a Lecturer at the Department of Fashion Design and Textile Studies, Cape Coast Technical University, Cape Coast in the Central Region of Ghana. She holds a Master of Philosophy degree (MPhil) in Home Economics from the University of Cape Coast and is currently a PHD candidate in fashion design technology in Kwame Nkrumah University of Science and Technology, Kumasi, Ghana. A researcher specializing in lean practices and continuous improvement initiatives, particularly in the garment industry of Ghana. Her research interests include clothing production practices, design thinking, management philosophy and financial management.
Ninette Afi Appiah

Ninette Afi Appiah (PhD) is an accomplished academic and industry expert specializing in Fashion Design and Textiles Education, currently lecturing at the Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development in Kumasi, Ghana. With a PhD in Fashion Education and Management, she brings over two decades of experience in teaching, curriculum development, and research, focusing on sustainable practices and innovation in fashion education and industry. Her extensive publications and mentorship of postgraduate students underscore her dedication to advancing technical and vocational education while fostering impactful collaborations that bridge academia and industry.
Stella Daah Siaw

Stella Daah Siaw is an Assistant Lecturer at the Department of TVET, Wesley College of Education, Kumasi in the Ashanti Region of Ghana. She holds two Masters of Philosophy degree (MPhil) in Home Economics from the University of Cape Coast and (MPhil) in Fashion Design and Textiles from Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development, Kumasi Ghana. She is currently a PHD student in fashion design technology in Kwame Nkrumah University of Science and Technology, Kumasi, Ghana. Her research interests include compliance to global best practices, sustainability in the fashion industry, and supply chain management in the fashion industry, technologies used in apparel production.
Evelyn Kuupole

Evelyn Kuupole is a Lecturer at the Department of Industrial Arts, Bolgatanga Technical University, Bolgatanga in the Upper East Region of Ghana. She holds a Master of Philosophy degree (MPhil) in Home Economics from the University of Cape Coast and currently a PHD student in fashion design technology in Kwame Nkrumah University of Science and Technology, Kumasi, Ghana. Her research interests include fashion design, sustainability and production practices, cultural costume, time and space management.

References

• Abebe, A., & Singh, R. (2019). Challenges and Achievements of Kaizen Implementation: Lessons from Manufacturing Firms in Ethiopia. Think India Journal, 22(14), 11379-11391.

• Abubakar, N.-J., Freeman, E., & Oppong, K. F. (2019). Modeling total quality management framework for higher education institutions in Ghana. 2019 International Conference on Computing, Computational Modelling and Applications (ICCMA), Cape Coast, Ghana, 2019, pp. 87-878, doi: 10.1109/ICCMA.2019.00021. DOI: https://doi.org/10.1109/ICCMA.2019.00021

• Achanga, P., Shehab, E., Roy, R., & Nelder, G. (2006). Critical success factors for lean implementation within SMEs. Journal of Manufacturing Technology Management, 17(4), 460-471. https://doi.org/10.1108/17410380610662889 DOI: https://doi.org/10.1108/17410380610662889

• Adjabeng, F. N., & Osei, F. (2022). The development of small medium enterprises and their impact on the Ghanaian Economy. Open Journal of Business and Management, 10(6), 2939-2958. https://doi.org/10.4236/ojbm.2022.106145 DOI: https://doi.org/10.4236/ojbm.2022.106145

• Agyepong, I. A., Sollecito, W. A., Adjei, S., & Veney, J. E. (2001). Continuous quality improvement in public health in Ghana: CQI as a model for primary health care management and delivery. Quality Management in Healthcare, 9(4), 1-10. DOI: https://doi.org/10.1097/00019514-200109040-00002

• Al-Hyari, K. A., Abu Zaid, M. K., Arabeyyat, O. S., Al-Qwasmeh, L., & Haffar, M. (2019). The applications of Kaizen methods in project settings: applied study in Jordan. The TQM Journal, 31(5), 831-849. https://doi.org/10.1108/TQM-03-2019-0078 DOI: https://doi.org/10.1108/TQM-03-2019-0078

• Al Kurdi, B., Alshurideh, M., Hamadneh, S., & Alshurideh, H. (2022). Critical Success Factors To Improve the Performance of Service Operations. International Journal of Theory of Organization and Practice (IJTOP), 1(1), 18-38. https://doi.org/10.54489/ijtop.v1i1.144 DOI: https://doi.org/10.54489/ijtop.v1i1.144

• Alsaadi, N. (2024). Roadblocks in Integrating Lean Six Sigma and Industry 4.0 in Small and Medium Enterprises. Systems, 12(4), 125. https://doi.org/10.3390/systems12040125 DOI: https://doi.org/10.3390/systems12040125

• Alvarado-Ramírez, K. M., Pumisacho-Álvaro, V. H., Miguel-Davila, J. Á., & Suárez Barraza, M. F. (2018). Kaizen, a continuous improvement practice in organisations: a comparative study in companies from Mexico and Ecuador. THe TQM Journal, 30(4), 255-268. https://doi.org/10.1108/TQM-07-2017-0085 DOI: https://doi.org/10.1108/TQM-07-2017-0085

• Antony, J., & Banuelas, R. (2002). Key ingredients for the effective implementation of Six Sigma program. Measuring Business Excellence, 6(4), 20-27. https://doi.org/10.1108/13683040210451679 DOI: https://doi.org/10.1108/13683040210451679

• Antony, J., Swarnakar, V., Cudney, E., & Pepper, M. (2022). A meta-analytic investigation of lean practices and their impact on organisational performance. Total Quality Management & Business Excellence, 33(15-16), 1799-1825. https://doi.org/10.1080/14783363.2021.2003194 DOI: https://doi.org/10.1080/14783363.2021.2003194

• Appiadu, D., Senayah, W., & Biney-Aidoo, V. (2022). Ghana’s textile and apparel value chain: analysis of enabling business environment. African Journal of Applied Research, 8(2), 101-121. DOI: https://doi.org/10.26437/ajar.31.10.2022.07

• Atta-Ankomah, R., Appiah Kubi, J., & Ackah, C. G. (2022). The effect of Kaizen on performance: Evidence from manufacturing enterprises in Ghana. The European Journal of Development Research, 34(2), 1167-1192. https://doi.org/10.1057/s41287-021-00459-0 DOI: https://doi.org/10.1057/s41287-021-00459-0

• Attar, M. (2021). Implementation of Lean-Kaizen in Saudi Arabian Higher Education Sector. International Journal of Innovative Technology and Exploring Engineering (IJITEE), 10(11), 118-126. DOI: https://doi.org/10.35940/ijitee.K9517.09101121

• Baier, R. (2024). Difficulties implementing continuous improvement initiatives in SMEs, (Master's thesis, Universidade Catolica Portuguesa (Portugal))

• Bakker-Edoh, D. (2018). Pattern drafting and free-hand cutting skills acquisition by informal dressmakers and tailors and their apprentices in Koforidua, Ghana. Doctor of Philosophy thesis, Kenyatta University, Kenya. http://ir-library.ku.ac.ke/handle/123456789/19285

• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108 DOI: https://doi.org/10.1177/014920639101700108

• Belhadi, A., Touriki, F. E., & Elfezazi, S. (2018). Evaluation of critical success factors (CSFs) to lean implementation in SMEs using AHP: A case study. International Journal of Lean Six Sigma, 10(3), 803-829. https://doi.org/10.1108/IJLSS-12-2016-0078 DOI: https://doi.org/10.1108/IJLSS-12-2016-0078

• Berhe, H. H., Gebremichael, H. S., & Beyene, K. T. (2023). Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness. International Journal of Quality & Reliability Management, 40(10), 2463-2518. https://doi.org/10.1108/IJQRM-08-2022-0258 DOI: https://doi.org/10.1108/IJQRM-08-2022-0258

• Bewoor, A. K., & Pawar, M. S. (2010). An empirical study of the motives and benefits of QMS/ISO implementation among Indian SMEs. International Journal of Productivity and Quality Management, 6(3), 379-406. https://doi.org/10.1504/IJPQM.2010.035122 DOI: https://doi.org/10.1504/IJPQM.2010.035122

• Blaikie, N. (2003). Analyzing quantitative data: From description to explanation. SAGE Publications. DOI: https://doi.org/10.4135/9781849208604

• Brunet, A. P., & New, S. (2003). Kaizen in Japan: an empirical study. International Journal of Operations & Production Management, 23(12), 1426-1446. DOI. 10.1108/01443570310506704 DOI: https://doi.org/10.1108/01443570310506704

• Bwemelo, G. S. (2017). Acceptability and Feasibility of KAIZEN as a Strategy for Improving SSMEs’ Performance in Tanzania. Business Education Journal, 3(1). 1-15.

• Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota Production System and Kaizen philosophy: A conceptual analysis from the perspective of Zen Buddhism. The TQM Journal, 30(4), 425-438. https://doi.org/10.1108/TQM-12-2017-0178 DOI: https://doi.org/10.1108/TQM-12-2017-0178

• Chotaliya, M., & Mehta, B. A. (2022). Kaizen Techniques: A Literature Review. International Journal of Current Research, 14(1), 20325-20329.

• Chowdhury, N. A., Ali, S. M., Paul, S. K., Mahtab, Z., & Kabir, G. (2020). A hierarchical model for critical success factors in apparel supply chain. Business Process Management Journal, 26(7), 1761-1788. https://doi.org/10.1108/BPMJ-08-2019-0323 DOI: https://doi.org/10.1108/BPMJ-08-2019-0323

• Cohen, L., Manion, L., & Morrison, K. (2007). Research methods in education, 6. Baskı, Oxon: Routledge. DOI: https://doi.org/10.4324/9780203029053

• Creswell, J. W. (2014). Qualitative, quantitative and mixed methods approaches.(4th ed., p. 2014). Sage Publications.

• Cua, K. O., McKone, K. E., & Schroeder, R. G. (2001). Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management, 19(6), 675-694. https://doi.org/10.1016/S0272-6963(01)00066-3 DOI: https://doi.org/10.1016/S0272-6963(01)00066-3

• Demirkesen, S., & Bayhan, H. G. (2019). Critical success factors of lean implementation in the construction industry. IEEE Transactions on Engineering Management, 69(6), 2555-2571. Doi: 10.1109/TEM.2019.2945018. DOI: https://doi.org/10.1109/TEM.2019.2945018

• Dinka, S. T. (2021). Kaizen implementation and its challenges in small and medium manufacturing firms: A case of Woliso Town, Ethiopia. Jurnal Perspektif Pembiayaan Dan Pembangunan Daerah, 9(2), 199-208. https://doi.org/10.22437/ppd.v9i2.10496 DOI: https://doi.org/10.22437/ppd.v9i2.10496

• Dombrowski, U., Crespo, I., & Zahn, T. (2010). Adaptive configuration of a lean production system in small and medium-sized enterprises. Production Engineering, 4, 341-348. https://doi.org/10.1007/s11740-010-0250-5 DOI: https://doi.org/10.1007/s11740-010-0250-5

• Dora, M., Kumar, M., & Gellynck, X. (2016). Determinants and barriers to lean implementation in food-processing SMEs–a multiple case analysis. Production Planning & Control, 27(1), 1-23. https://doi.org/10.1080/09537287.2015.1050477 DOI: https://doi.org/10.1080/09537287.2015.1050477

• Fisher, M. B., Danquah, L., Seidu, Z., Fechter, A. N., Saga, B., Bartram, J. K., Liang, K. M., & Ramaswamy, R. (2020). WaSH CQI: Applying continuous quality improvement methods to water service delivery in four districts of rural northern Ghana. PloS ONE, 15(7), e0233679. https://doi.org/10.1371/journal.pone.0233679 DOI: https://doi.org/10.1371/journal.pone.0233679

• García, J. L., Maldonado, A. A., Alvarado, A., & Rivera, D. G. (2014). Human critical success factors for kaizen and its impacts in industrial performance. The International Journal of Advanced Manufacturing Technology, 70, 2187-2198. https://doi.org/10.1007/s00170-013-5445-4 DOI: https://doi.org/10.1007/s00170-013-5445-4

• Garcia, J. L., & Oropesa, A. M. (2017). Kaizen planning, implementing and controlling. Springer Cham. https://doi.org/10.1007/978-3-319-47747-3 DOI: https://doi.org/10.1007/978-3-319-47747-3

• Gasper, L., & Mwenda, B. (2023). Quantitative analysis of Kaizen philosophy on productivity improvement. International Journal of Research in Business and Social Science, 12(3), 557-562. DOI: https://doi.org/10.20525/ijrbs.v12i3.2455

• Ghana Enterprises Agency (GEA, 2020). Supporting micro and small scale enterprises: A handbook on enterprise development part four. Accra, Ghana: Print Solutions.

• Georgise, F. B., & Mindaye, A. T. (2020). Kaizen implementation in industries of Southern Ethiopia: Challenges and feasibility. Cogent Engineering, 7(1), 1823157. https://doi.org/10.1080/23311916.2020.1823157 DOI: https://doi.org/10.1080/23311916.2020.1823157

• Goyal, A., Agrawal, R., Chokhani, R. K., & Saha, C. (2019). Waste reduction through Kaizen approach: A case study of a company in India. Waste Management & Research, 37(1), 102-107. Doi: 10.1177/0734242X18796205 DOI: https://doi.org/10.1177/0734242X18796205

• Hagos, A. M. (2016). Factors and Challenges Affecting Implementation of Continuous Improvement (Kaizen) Tools in Garment Factories. https://www.researchgate.net/profile/Assefa-M-Hagos/publication/320972178_Factors-and-Challenges-Affecting-Implementation-of-Continuous-Improvement-Kaizen-Tools-in-Garment-Factories.pdf

• Heredia-Mercado, R., Flores-Piñas, S., Chavez, P., & Raymundo, C. (2021). Lean Manufacturing Production Management Model Under a Change Management Approach to Enhance Production Efficiency of Textile and Clothing SMEs. In: Russo, D., Ahram, T., Karwowski, W., Di Bucchianico, G., Taiar, R. (eds) Intelligent Human Systems Integration 2021. IHSI 2021. Advances in Intelligent Systems and Computing, vol 1322. Springer, Cham. https://doi.org/10.1007/978-3-030-68017-6_114 DOI: https://doi.org/10.1007/978-3-030-68017-6_114

• Hosono, A. (2020). Kaizen toward learning, transformation, and high-quality growth: insights from outstanding experiences. Workers, Managers, Productivity: Kaizen in Developing Countries, A. Hosono et al. (eds.), Workers, Managers, Productivity, https://doi.org/10.1007/978-981-15-0364-1_3

• Hosono, A., Page, J., & Shimada, G. (2020). Workers, managers, productivity: Kaizen in developing countries. In: Hosono, A., Page, J., Shimada, G. (eds) Workers, Managers, Productivity. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-15-0364-1_1 DOI: https://doi.org/10.1007/978-981-15-0364-1

• Ichdan, D. A. (2024). Analysis of employee performance through productivity: The role of kaizen culture, motivation, and work discipline in the manufacturing industry. Annals of Human Resource Management Research, 4(1), 13-28. https://doi.org/10.35912/ahrmr.v4i1.2158 DOI: https://doi.org/10.35912/ahrmr.v4i1.2158

• Imai, M. (1986). Kaizen (Vol. 201). Random House Business Division New York.

• Janjić, V., Bogićević, J., & Krstić, B. (2019). Kaizen as a global business philosophy for continuous improvement of business performance. Ekonomika, 65(2), 13-25. DOI: https://doi.org/10.5937/ekonomika1902013J

• Janjić, V., Todorović, M., & Jovanović, D. (2020). Key success factors and benefits of Kaizen implementation. Engineering Management Journal, 32(2), 98-106. https://doi.org/10.1080/10429247.2019.1664274 DOI: https://doi.org/10.1080/10429247.2019.1664274

• Kazancoglu, Y., Lafci, C., Berberoglu, Y., Jagtap, S., & Celik, C. C. (2024). The analysis of critical success factors for successful kaizen implementation during the COVID-19 pandemic: a textile industry case study. The TQM Journal, 36(6), 1695-1723. https://doi.org/10.1108/TQM-08-2023-0254 DOI: https://doi.org/10.1108/TQM-08-2023-0254

• Khamkham, M. (2017). Development of an integrated quality management Framework for manufacturing organisations. Sheffield Hallam University (United Kingdom).

• Kumar, N., & Mathiyazhagan, K. (2020). Modeling the interrelationship of critical success factors adoption of sustainable lean manufacturing using DEMATEL approach. In: Kumar, H., Jain, P. (eds) Recent Advances in Mechanical Engineering. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-15-1071-7_4 DOI: https://doi.org/10.1007/978-981-15-1071-7_4

• Kumar, S., Dhingra, A., & Singh, B. (2018). Lean-Kaizen implementation: A roadmap for identifying continuous improvement opportunities in Indian small and medium sized enterprise. Journal of Engineering, Design and Technology, 16(1), 143-160. https://doi.org/10.1108/JEDT-08-2017-0083 DOI: https://doi.org/10.1108/JEDT-08-2017-0083

• Kuo, P.-Y., & Lin, R.-H. (2024). Priorities of Critical Success Factors for Lean Production Implementation of China’s Factories. Systems, 12(11), 501. https://doi.org/10.3390/systems12110501 DOI: https://doi.org/10.3390/systems12110501

• Lewis, M. A. (2000). Lean production and sustainable competitive advantage. International Journal of Operations & Production Management, 20(8), 959-978. https://doi.org/10.1108/01443570010332971 DOI: https://doi.org/10.1108/01443570010332971

• Little, R. J. (1988). A test of missing completely at random for multivariate data with missing values. Journal of the American statistical Association, 83(404), 1198-1202. DOI: https://doi.org/10.1080/01621459.1988.10478722

• Maarof, M. G., & Mahmud, F. (2016). A review of contributing factors and challenges in implementing kaizen in small and medium enterprises. Procedia economics and Finance, 35, 522-531. https://doi.org/10.1016/S2212-5671(16)00065-4 DOI: https://doi.org/10.1016/S2212-5671(16)00065-4

• Mahir, S. Q., Diraj, R. A., Hossain, M. R., Hasan, M. M., Rahman, S., Shetu, M. S. S., Karim, M. R., & Hossain, M. Z. (2023). Implementation of kaizen on a basic shorts manufacturing to reduce cost and accelerate productivity. Aust. J. Eng. Innov. Technol, 5(1), 26-34. DOI: https://doi.org/10.34104/ajeit.023.026034

• Mapunda, M. A. (2019). Determinants of kaizen adoption by small and medium enterprises in Africa: A literature review. Business Education Journal, 5(2).

• Martinez-Jurado, P. J., & Moyano-Fuentes, J. (2014). Key determinants of lean production adoption: evidence from the aerospace sector. Production Planning & Control, 25(4), 332-345. https://doi.org/10.1080/09537287.2012.692170 DOI: https://doi.org/10.1080/09537287.2012.692170

• Martínez-Jurado, P. J., Moyano-Fuentes, J., & Jerez-Gómez, P. (2014). Human resource management in Lean Production adoption and implementation processes: Success factors in the aeronautics industry. BRQ Business Research Quarterly, 17(1), 47-68. https://doi.org/10.1016/j.cede.2013.06.004 DOI: https://doi.org/10.1016/j.cede.2013.06.004

• McDermott, O., Antony, J., Sony, M., & Healy, T. (2022). Critical failure factors for continuous improvement methodologies in the Irish MedTech industry. The TQM Journal, 34(7), 18-38. https://doi.org/10.1108/TQM-10-2021-0289 DOI: https://doi.org/10.1108/TQM-10-2021-0289

• McMillan, J. H., & Schumacher, S. (2001). Research in education: A conceptual introduction. Longman.

• Miller, J., Wroblewski, M., & Villafuerte, J. (2014). Creating a Kaizen culture: Align the organization, achieve breakthrough results, and sustain the gains. McGraw-Hill Education.

• Minh, N. D., & Quyen, N. T. H. (2024). Comparative study on the reasons for failure factors of sustaining operational improvement methodologies in manufacturing enterprises. The TQM Journal, 36(7), 1961-1975. https://doi.org/10.1108/TQM-11-2022-0330 DOI: https://doi.org/10.1108/TQM-11-2022-0330

• Mohd Fauzi, M. A. D., Che Razak, R., & Zulqernain, N. S. (2022). Mediation Impact of Socio-Technical Lean Implementation on Critical Success Factor and Service Quality Performance. In: Yusoff, M.N.H. (eds) Industry Forward and Technology Transformation in Business and Entrepreneurship. InCEBT 2022. Springer, Singapore. https://doi.org/10.1007/978-981-99-2337-3_38 DOI: https://doi.org/10.1007/978-981-99-2337-3_38

• Mwenda, B., & Gasper, L. (2022). Kaizen approach to quality improvement and its financial implication. African Journal of Applied Research, 8(2), 394-405. DOI: https://doi.org/10.26437/ajar.31.10.2022.28

• Nirmala, B. P., & Faisal, A. M. (2016). A literature review of TQM and HRM for identification of appropriate critical success factors (CSFs). International Journal of Applied Research, 2(7), 742-745.

• Nunnally, J. (1978). Psychometric Theory (2nd edition). New York: McGraw-Hill.

• Nyarko, J. A. (2022). History of the Fashion Industry in Ghana. Available at SSRN: https://ssrn.com/abstract=4215519 or http://dx.doi.org/10.2139/ssrn.4215519 DOI: https://doi.org/10.2139/ssrn.4215519

• Okpala, C., Nwamekwe, C. O., & Ezeanyim, O. (2024). The Implementation of Kaizen Principles in Manufacturing Processes: A Pathway to Continuous Improvement. International Journal of Engineering Inventions, 13(7), 116-124.

• Otsuka, K., Jin, K., & Sonobe, T. (2018). Applying the Kaizen in Africa: A new avenue for industrial development. Keijiro Otsuka, Kimiaki Jin, Tetsushi Sonobe (eds), Palgrave Macmillan Cham. https://doi.org/10.1007/978-3-319-91400-8 DOI: https://doi.org/10.1007/978-3-319-91400-8

• Pereira de Carvalho, C., Guerreiro Machado, M. A., de Souza Andrade, H., Maciel Gomes, F., de Souza Sampaio, N. A., & da Silva Vieira, Í. (2023). Improving the delivery performance: a case study applying statistical approaches for brasilian fast food. GeSec: Revista de Gestao e Secretariado, 14(12). 22069–22099. https://doi.org/10.7769/gesec.v14i12.3298 DOI: https://doi.org/10.7769/gesec.v14i12.3298

• Pesotskiy, Y. O., & Grigoreva, O. V. (2023). Cost Management and Financial Performance of Small Enterprises in the Kaizen Concept Format: Challenges to Sustainability. In: Maximova, S.G. (eds) Complex Social Systems in Dynamic Environments. Lecture Notes in Networks and Systems, vol 365. Springer, Cham. https://doi.org/10.1007/978-3-031-23856-7_67 DOI: https://doi.org/10.1007/978-3-031-23856-7_67

• Pinto, J. K., & Pinto, M. B. (2021). Critical success factors in collaborative R&D projects. Managing Collaborative R&D Projects. In: Fernandes, G., Dooley, L., O’Sullivan, D., Rolstadås, A. (eds) Managing Collaborative R&D Projects. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-61605-2_14 DOI: https://doi.org/10.1007/978-3-030-61605-2_14

• Poncotoyo, W. (2018). Six sigma implementation model based on critical success factors (CSFs) for Indonesian small and medium industries. In MATEC Web of Conferences (Vol. 218, p. 04017). EDP Sciences. https://doi.org/10.1051/matecconf/201821804017 DOI: https://doi.org/10.1051/matecconf/201821804017

• Potkany, M., Zavadsky, J., Hlawiczka, R., Gejdos, P., & Schmidtova, J. (2022). Quality Management Practices in Manufacturing Enterprises in the Context of Their Performance. Journal of Competitiveness, 14(2), 97-115. https://doi.org/10.7441/joc.2022.02.06 DOI: https://doi.org/10.7441/joc.2022.02.06

• Ramadas, T., & Satish, K. (2018). Identification and modeling of employee barriers while implementing lean manufacturing in small- and medium-scale enterprises. International Journal of Productivity and Performance Management, 67(3), 467-486. https://doi.org/10.1108/IJPPM-10-2016-0218 DOI: https://doi.org/10.1108/IJPPM-10-2016-0218

• Raneses, N. O., Cainghog, N. G., Tamayao, M.-A. M., & Gotera, K. M. C. (2020). Consequences of Kaizen Practices in MSMEs in the Philippines: The Case of the Manufacturing Productivity Extension Program (MPEX). In: Hosono, A., Page, J., Shimada, G. (eds) Workers, Managers, Productivity. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-15-0364-1_13 DOI: https://doi.org/10.1007/978-981-15-0364-1_13

• Rathi, R., & Khanduja, D. (2019). Identification and prioritization of lean six sigma barriers in MSMEs. Journal of Physics: Conference Series, (Vol. 1240, No. 1, p. 012062). IOP Publishing. DOI: 10.1088/1742-6596/1240/1/012062 DOI: https://doi.org/10.1088/1742-6596/1240/1/012062

• Rivera-Mojica, D., & Rivera-Mojica, L. (2014). Critical success factors for kaizen implementation. In: García-Alcaraz, J., Maldonado-Macías, A., Cortes-Robles, G. (eds) Lean Manufacturing in the Developing World. Springer, Cham. https://doi.org/10.1007/978-3-319-04951-9_8 DOI: https://doi.org/10.1007/978-3-319-04951-9_8

• Rymaszewska, A.D. (2014). The challenges of lean manufacturing implementation in SMEs, Benchmarking: An International Journal, Vol. 21 No. 6, pp. 987-1002. https://doi.org/10.1108/BIJ-10-2012-0065 DOI: https://doi.org/10.1108/BIJ-10-2012-0065

• Sahu, A. K., Padhy, R. K., & Dhir, A. (2022). Determinants and barriers of implementing lean manufacturing practices in MSMEs: a behavioural reasoning theory perspective. Production Planning & Control, 33(12), 1197-1213. https://doi.org/10.1080/09537287.2020.1857449 DOI: https://doi.org/10.1080/09537287.2020.1857449

• Salma, A., Anas, C., & Mohammed, E. H. (2021). Bibliographic study on the difficulties encountered by SMEs during the implementation of lean manufacturing. Journal of Advanced Manufacturing Systems, 20(01), 163-190. https://doi.org/10.1142/S0219686721500098 DOI: https://doi.org/10.1142/S0219686721500098

• Sarpong, D., Ofosu, G., Botchie, D., & Meissner, D. (2023). A phoenix rising? The regeneration of the Ghana garment and textile industry. Socio-Economic Review, 22 (1), 81–105, https://doi.org/10.1093/ser/mwad022 DOI: https://doi.org/10.1093/ser/mwad022

• Senayah, W. (2018). Skill-based competence and competitiveness in the garment-manufacturing firms of Ghana. Unpublished doctoral dissertation, University of Ghana, Accra.

• Shatrov, K., Pessina, C., Huber, K., Thomet, B., Gutzeit, A., & Blankart, C. R. (2021). Improving health care from the bottom up: Factors for the successful implementation of kaizen in acute care hospitals. PloS ONE, 16(9), e0257412. https://doi.org/10.1371/journal.pone.0257412 DOI: https://doi.org/10.1371/journal.pone.0257412

• Shimada, G. (2023). Is Kaizen Effective in Developing Countries? The Universality and Distinctiveness of Kaizen. Journal of International Development Studies, 31(3), 9-20. https://doi.org/10.32204/jids.31.3_9

• Shimada, G. (2024). Kaizen: Why is It so Difficult to Understand? In: J. Sato and S. Kim (eds.), The Semantics of Development in Asia, The University of Tokyo Studies on Asia, Springer, Singapore. https://doi.org/10.1007/978-981-97-1215-1_3 DOI: https://doi.org/10.1007/978-981-97-1215-1_3

• Sichinsambwe, C., Simasiku, P. L., Sikombe, S., & Nyimbili, H. (2023). Kaizen practices and performance improvement in Zambian manufacturing companies. Cogent Engineering, 10(1), 2183590. https://doi.org/10.1080/23311916.2023.2183590 DOI: https://doi.org/10.1080/23311916.2023.2183590

• Singh, R. K., & Gurtu, A. (2022). Prioritizing success factors for implementing total productive maintenance (TPM). Journal of Quality in Maintenance Engineering, 28(4), 810-830. https://doi.org/10.1108/JQME-09-2020-0098 DOI: https://doi.org/10.1108/JQME-09-2020-0098

• Spasojević Brkić, V., Tomić, B., Perišić, M., & Janev, N. (2023). Differences in Kaizen Implementation between Countries and Industry Types in Multinational Supply Chain. FME Transactions, 51(2). 183-191. DOI: https://doi.org/10.5937/fme2302183S

• Srofenyoh, E., Ivester, T., Engmann, C., Olufolabi, A., Bookman, L., & Owen, M. (2012). Advancing obstetric and neonatal care in a regional hospital in Ghana via continuous quality improvement. International Journal of Gynecology & Obstetrics, 116(1), 17-21. https://doi.org/10.1016/j.ijgo.2011.08.010 DOI: https://doi.org/10.1016/j.ijgo.2011.08.010

• Sternad, D., Krenn, M., & Schmid, S. (2019). Business excellence for SMEs: motives, obstacles, and size-related adaptations. Total Quality Management & Business Excellence, 30(1-2), 151-168. https://doi.org/10.1080/14783363.2017.1300054 DOI: https://doi.org/10.1080/14783363.2017.1300054

• Suárez-Barraza, M. F. (2023). KAIZEN and Its Origin in ZEN Buddhism and Shintoism. KAIZEN-21, Emerald Publishing Limited, Leeds, pp. 3-11. https://doi.org/10.1108/978-1-80455-844-720231002 DOI: https://doi.org/10.1108/978-1-80455-844-720231002

• Swarnakar, V., Singh, A., & Tiwari, A. (2019). Evaluating importance of critical success factors in successful implementation of Lean Six Sigma framework. AIP Conference Proceedings, 2148 (1): 030048. https://doi.org/10.1063/1.5123970 DOI: https://doi.org/10.1063/1.5123970

• Taglioni, D., & Winkler, D. E. (2016). Making global value chains work for development. Trade and Development Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/450521467989506537 DOI: https://doi.org/10.1596/978-1-4648-0157-0_fm

• Tezel, A., Koskela, L., & Aziz, Z. (2018). Lean thinking in the highways construction sector: motivation, implementation and barriers. Production Planning & Control, 29(3), 247-269. https://doi.org/10.1080/09537287.2017.1412522 DOI: https://doi.org/10.1080/09537287.2017.1412522

• Tiwari, P. (2017). Assessment of the practices and challenges of Kaizen implementation in micro and small enterprises: the case of manufacturing enterprises. International Journal of Engineering and Management Research (IJEMR), 7(4), 313-322.

• Tortorella, G., Fettermann, D., Vergara, L., & Fries, C. (2017). The adoption of socio-technical and JIT practices and its relationship with the performance of quality and workers’ health. Proceedings of the International Conference on Industrial Engineering and Operations Management, Rabat, Morocco.

• Van Pham, C., Le, H. V. P., & Tu, H. C. (2022). Kaizen applications in the garment industry: a case study. Tập san Khoa học và kỹ thuật trường Đại học Bình Dương, 5(4). DOI: https://doi.org/10.56097/binhduonguniversityjournalofscienceandtechnology.v5i4.88

• Yamane, T. (1967). Taro Yamane Method For Sample Size Calculation. The Survey Causes of Mathematics Anxiety among Secondary School Students in Minna Metropoli. Math Assoc Niger (MAN), 46(1), 188

• Zvidzayi, J. (2021). Analysis of critical Success factors of Gemba Kaizen in Lean Manufacturing within SA Industries. Proceedings of the International Conference on Industrial Engineering and Operations Management. Rome, Italy (pp. 2250-2259)