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Source publication
![Fig. 1. Kaizen umbrella -concept Source: Own elaboration based on [2]](profile/Krzysztof-Ejsmont/publication/340096301/figure/fig1/AS:872196306120705@1584959212285/Kaizen-umbrella-concept-Source-Own-elaboration-based-on-2_Q320.jpg)
![Fig. 2. SGA improvement circle Source: Own elaboration based on [9] Now...](profile/Krzysztof-Ejsmont/publication/340096301/figure/fig2/AS:872196306124800@1584959212522/SGA-improvement-circle-Source-Own-elaboration-based-on-9-Now-will-be-briefly-described_Q320.jpg)
This paper is about the implementation of Small Group Activity (SGA) method on the example of production company. Given topic has been formulated in response to the problems identified by the company in the area of quality management and poor communication between staff. The objective of the study is to present theoretical concepts one of the metho...
Contexts in source publication
Context 1
... when Kaizen for every individual could be an attitude for continuous improvement, for the com-pany also can be a corporate attitude for continuous improvement. As presented by Imai, Kaizen is an umbrella concept that embraces different continuous improvement activities on an organization as shown in Figure 1 [2]. The Kaizen methods and techniques ( Fig. 1) are valuable instruments that can be used to increase productivity, to obtain the competitive advantage and to rise the overall business performance on a tough competitive market like the one in the European Union [6,7]. ...
Context 2
... Kaizen for every individual could be an attitude for continuous improvement, for the com-pany also can be a corporate attitude for continuous improvement. As presented by Imai, Kaizen is an umbrella concept that embraces different continuous improvement activities on an organization as shown in Figure 1 [2]. The Kaizen methods and techniques ( Fig. 1) are valuable instruments that can be used to increase productivity, to obtain the competitive advantage and to rise the overall business performance on a tough competitive market like the one in the European Union ...
Citations
This qualitative study examines the dynamics within a research and development (R&D) center of a Japanese multinational corporation (MNC) to understand how employees autonomously create and develop strategies within team settings, from the strategy-as-practice (SAP) perspective. By adopting a sense-making lens, we identified several key findings. First, employees comprising a team give significant importance to engaging in consensus-based decision-making meetings before and during strategic activities, as these meetings serve as foundational elements in constructing shared cognition within the team. Second, the director and specialists within the center were found to play a key and influential role in facilitating the execution of SAP activities. Third, two of the three teams under investigation expanded their strategic activities beyond the limits of the center to encompass broader, company-wide strategic initiatives. These findings underscore the significance of the SAP activities conducted by employees.
