Practices and Challenges of Implementing Kaizen at Small and Micro Enterprises (SMEs) of Gulele Sub City with the collaboration of Entoto TVET polytechnic college.

1. Abstract
This study aims to investigate the Practices and Challenges of Implementing Kaizen at Small and
Micro Enterprises (SMEs) of Gulele Sub City. Pragmatic proof shows that there exists a gap
between the correct Kaizen implementation and its actual practice by the Executives,
Implementers, Entoto TVET College and Enterprises. Preparing and implementing an
extraordinary excellent policy for organizational performance and effectiveness by itself cannot
bring growth and development without motivated, strive with enthusiastic workers commitment
among all members of the staff and the executives as synergy form. Indeed, bad strategy and
policy plan by itself does not bring enhancement for any organization. Selecting, implementing
and benchmarking excellent and apparent management and organizational structure implement
for business Venture and government organization mandatory. To assure the above ideas the
coordination demanded strong and capable management system but we are uncertain on this
perspective. Hence without assigned appropriate management system it is impossible to ensure
sustainable growth and development. On the other hand without creating strong awareness of all
stakeholders worked in the form of synergy, including positive attitude towards the proper
implementation of Kaizen in the enterprise. According to Asayehgn Desta (2013), the Ethiopian
manufacturers are still going on as a drawback about getting human capital and asset. The
manufacturing sector is less than 5.0 per cent of its contribution to the Gross Domestic Product
due to lack of highly skilled human resources, using different managerial tools, as well as a
technological gap. Those executives’, implementers’, and owners’ of the MSEs were found to be
lack of the proper implementation of Kaizen as a performance of knowledge, attitude and skills.
The objectives of this study to indicate growth and development of SMEs it might meet with
millennium development goals (MDGs) and recommend training and development. The guiding
principle aimed at proper kaizen training and implementations play an important role for SMEs
growth and development for themselves and their country. Therefore, this study intends to
investigate the practice and challenges of implementing Kaizen at MSEs in partnership with
Entoto TVET College in Gulele Sub City of Addis Ababa. In the Study, the following research
questions were addressed: (1). How was the Kaizen implemented by the stakeholders? The
Implementation of Industrial Extension Strategy is changing continually. Why do you think this
Happened? Etc. As Kaizen it is a collective term of productivity improvement, creative idea and
innovation expected from entire workers by following a bottom- up management approach; it
has a procedure and problem solving mechanism suggestion system. In this study, the researcher
will employ case study methods of the qualitative and survey research approach, such as semi-
structured interviews, questioner, and observations in order to collect pertinent data from
stakeholders, namely, the executives, implementers, as well as the owners and employees of the
SMEs in Gulele sub-city. Kaizen training Implementation and then analyzed them was used
booth thematic data analysis. The study establishes that Kaizen implementations have been
demanded total capacity building the implementers and executives because the themes does not
ask radical change but the measurement s of the executives indicated that despite the proper
implementation of the Kaizen team evidenced by report they terminated the position, as the
worda level relevant stakeholders response and TVET levels implementers respond evaluation
shows from the data collection. The study establishes for proper Kaizen implementation to match
with policy intentions, policy executives and implementations need capacity to understand, plan
and make policy implementation sustainable. The finding of the research shows that all
respondent agreed on the woreda level commencement for the implementation of Kaizen indicate

2. that the top executive started the position without concrete evidence and ceased also without
intention. But the position at woreda level were important form the implementers’ achievement
of Kaizen implementation the instrument answered by the respondent, reports of the woreda level
Kaizen implementation and TVET level, and observation the research were proved.