Empirical investigation of drivers, motivations and barriers for implementation of integrated continuous improvement system: a case of Ethiopian manufacturing industries
Authors: Berhe Haftu Hailu , Gebremichael Hailekiros Sibhato , Beyene Kinfe Tsegay , Gebremedhin Haileselassie Mehari 
Published: May 2024

PurposeContinuous improvement in an integrated approach is a philosophy developed over decades based on a set of management practices. It comprises enhancement methodologies that escalate success as well as diminishes letdowns. The state-of-the-art literature finds a variety of practices for the execution of continuous improvement (CI) system. However, it is rare to find an empirical study with an inclusive system that considers various practices in one frame for improving competitiveness. With this outlook, therefore, this study aims originally to identify drivers, motivations and barriers for the application of integrated CI system, and then conduct an empirical investigation within the context of Ethiopian manufacturing industries.Design/methodology/approachJustification of the problem, extensive review of literature, identification of practices, developing research framework, investigational analysis of the empirical study using reliability and descriptive statistical analysis and identifying leading drivers (unique practices and common factors), motivations and barriers are the research approaches used in this study. Furthermore, the primary data were collected through a self-administered questionnaire and were analyzed using a statistical package for social science (SPSS) 23 and the findings were triangulated to relate to the existing state-of-the-art literature.FindingsThe findings indicate 17 common factors associated with human, strategic, operational, technology, structure, resource and information factors; 21 unique practices of just-in-time (JIT), lean-six sigma (LSS), supply chain management (SCM), total productive maintenance (TPM), and total quality management (TQM) methodologies; 20 barriers connected with internal and external issues and 17 motivations linked to operational, innovation and business results are identified. In general, the empirical analysis discovers the practices are noteworthy and commonly supported by a least of 52% of the respondents. As a result, the first five prominent common factors, barriers, unique practices and motivations are also supported by a minimum of 72%, 73.9%, 65.8% and 75% of the respondents, respectively.Research limitations/implicationsEven though this is the first-ever study in the Ethiopian manufacturing sector with the focus on integrated CI practices of JIT, TQM, TPM, SCM and LSS initiatives, some limitations have existed and the major limitations of the study are, targeted merely small number manufacturing companies despite the fact that there are hundreds of companies implementing CI system in Ethiopia, and the data collected were only based on the perception of the respondents, and other information’s like annual reports was not employed to support the findings.Practical implicationsThe findings of this study underlined that the implementation of drivers in relation to common factors and unique practices supported by exterminating barriers in manufacturing industries of Ethiopia enables to enhance competitiveness through attaining operational, innovation and business results though it requires a practical case application to prove this perception-based analysis.Originality/valueThough there are a number of studies published on integrated continuous improvement, currently it is found that there is no literature focused on the identification and empirical investigation of drivers (common factors and unique practices), motivations and barriers for application of integrated CI system with the focus of JIT, TQM, TPM, SCM and LSS initiatives. Therefore, this is the first-ever study, and the empirical analysis of the study discovered that identified practices are providing valuable insights for manufacturing industries which will be on board on this voyage including institutions, practitioners and other sectors.