Insights into Kaizen Culture in Project Management Development Teams
Data publikacji: 20 cze 2025
Zakres stron: 80 - 103
Otrzymano: 08 cze 2024
Przyjęty: 17 sie 2024
DOI: https://doi.org/10.2478/bsrj-2025-0005
Słowa kluczowe
© 2025 Jónatan Þór Halldórsson et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Background
This paper examines factors influencing kaizen adoption in project management teams, emphasizing agile methods, employee engagement, organizational culture, and effective communication.
Objectives
The aim of the research was to explore LS Retail employees’ experiences with kaizen implementation in project management, assessing whether a kaizen culture exists and how agile practices support its adoption.
Methods/Approach
A qualitative methodology was employed, involving semi-open interviews with 12 employees from three development teams at LS Retail.
Results
The findings indicate that LS Retail’s strong agile tradition has facilitated growing acceptance and support for kaizen. Implementation, however, varies significantly between teams. Notable challenges persist, particularly regarding communication flow, knowledge sharing, and kaizen training, especially within teams less experienced with kaizen methods. Addressing these challenges is essential to achieve a more consistent and effective kaizen implementation throughout the organization.
Conclusions
The findings provide valuable guidance for organizations implementing kaizen in project management. Key success factors include fostering a supportive and flexible environment, continuous employee education and empowerment, and ensuring effective communication for consistent and successful kaizen adoption.