Applying Kaizen Methods to Improve Voltage Regulator Subassembly Area

  • Jun-Ing Ker
  • Yichuan Wang
  • Hung-Yu Lee
Conference paper
Part of the Lecture Notes in Electrical Engineering book series (LNEE, volume 293)


Enhancing productivity and quality to gain competitive advantage has always been a primary goal for a manufacturer. Nowadays, companies frequently conduct Kaizen events to continue improve the process to achieve this goal. This paper presents a real world case to demonstrate how Kaizen methods were applied to improve a voltage regulator subassembly area in a leading electrical device manufacturer. Benefits gained form this project include eliminations of non-value added activities, reduction of overtime payments, better inventory control and more efficient process flows.


Kaizen Lean manufacturing Continuous process improvement Two-bin Kanban system Voltage regulator subassembly 



The lead author would like to acknowledge the support of the James Emmett Smith Endowed Professorship that made this study possible. The James Emmett Smith Endowed Professorship is made available through the State of Louisiana Board of Regents Support Funds.


  1. 1.
    Anand, G., Ward, P. T., Tatikonda, M. V., & Schilling, D. A. (2009). Dynamic capabilities through continuous improvement infrastructure. Journal of Operations Management, 27, 444–461.CrossRefGoogle Scholar
  2. 2.
    Browning, T. R., & Heath, R. D. (2009). Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. Journal of Operations Management, 27, 23–44.CrossRefGoogle Scholar
  3. 3.
    Herron, C., & Braiden, P. M. (2006). A methodology for developing sustainable quantifiable productivity improvement in manufacturing companies. International Journal of Production Economics, 104, 143–153.CrossRefGoogle Scholar
  4. 4.
    Pullin, J. (2005). Room for improvement. Professional Engineering, 18, 38–138.Google Scholar
  5. 5.
    Farris, J. A., Van Aken, E. M., Doolen, T. L., & Worley, J. (2008). Learning from less successful Kaizen event: A case study. Engineering Management Journal, 20, 10–20.Google Scholar
  6. 6.
    Chan, F. T. S., Lau, H. C. W., Ip, R. W. L., Chan, H. K., & Kong, S. (2005). Implementation of total productive maintenance: A case study. International Journal of Production Economics, 95, 71–94.CrossRefGoogle Scholar
  7. 7.
    Glover, W. J., Farris, J. A., Van Aken, E. M., & Doolen, T. L. (2011). Critical success factors for the sustainability of Kaizen Event human resource outcomes: An empirical study. International Journal of Production Economics, 132, 197–213.CrossRefGoogle Scholar
  8. 8.
    Gene, S., Annah, P., Macon, H. L., & Randolph, G. D. (2012). Applying lean principles and Kaizen rapid improvement events in public health practice. Journal of Public Health Management and Practice, 18, 52–54.CrossRefGoogle Scholar
  9. 9.
    Lyu, J. (1996). Applying Kaizen and automation to process reengineering. The Journal of Manufacturing Systems, 15, 125–132.CrossRefGoogle Scholar
  10. 10.
    Kato, I., & Smalley, A. (2011). Toyota Kaizen methods: Six steps to improvement. New York: Taylor & Francis Group.Google Scholar
  11. 11.
    Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350.CrossRefGoogle Scholar
  12. 12.
    Rahani, A. R., & al-Ashraf, M. (2012). Production flow analysis through value stream mapping: A lean manufacturing process case study. Procedia Engineering, 41, 1727–1734.Google Scholar
  13. 13.
    Ker, J. I., & Wang, Y. (2013). Applying the principles of lean manufacturing to optimize Conduit installation process. In J. Juang & Y. C. Huang (Eds.), Intelligent technologies and engineering systems (Vol. 234, pp. 923–929)., LNEE Heidelberg: Springer.CrossRefGoogle Scholar
  14. 14.
    Ortiz, C. (2010). Kaizen vs. Lean: Distinct but related. Metal Finishing, 108, 50–51.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2014

Authors and Affiliations

  1. 1.Industral Engineering ProgramLouisiana Tech UniversityRustonUSA
  2. 2.Department of Aviation and Supply Chain ManagementAuburn UnviersityAuburnUSA
  3. 3.Department of Industrial and Systems EngingeeringAuburn UniversityAuburnUSA

Personalised recommendations