1. Kaizen
Reference 1: Imai, M. (1997). Gemba Kaizen: A Commonsense Low-cost Approach to
Management. New York: McGraw-Hill Professional
In the Japanese language, the word Kaizen means continuous improvement. According to
Imai (1997), the word implies improvement that involves both managers and workers, and
involve relatively low cost. The kaizen philosophy assumes that our way of life—be it our
working life, our social life, or our home life—should focus on constant improvement efforts.
And, although improvements under kaizen are small and incremental, the kaizen process brings
about dramatic results over time.
The author also explains that in the kaizen philosophy, management has two major
purposes: maintenance and improvement. Maintenance relates to activities directed toward
maintaining current technological, managerial, and operating standards and upholding such
standards through training and discipline. Improvement, on the other hand, relates to activities
directed toward elevating current standards. 2. PDCA
Reference 2: Deming, W. E. (1986). Out of the crisis. Cambridge: M I T Press
Deming stressed the importance of constant interaction among research, design, production,
and sales in conducting a company’s business, and the four activities should be repeated
constantly. Japanese executives who listened to Deming re-casted the Shewart cycle into the
PDCA cycle thinking that research, design, production, and sales corresponded to plan, do, check
and action, respectively. Reference 3: Walton, M. (1994). The Deming management method. Chalford: Management
Books 2000.
Walton (1994) explained that the Shewart cycle was known as the Deming cycle or the
PDCA cycle in Japan. By reinforcing the essence of the Shewart cycle in a buzzword (PDCA),
Deming made the importance of quality improvement more easily to understand at all levels of
business. Mary Walton (1994) has a concise explanation of the Shewart cycle as follow:
Step 1: The first step is to study a process, to decide what change might improve it.
Organize the appropriate team, perhaps people from purchasing, or the supplier, or the product
engineer. What data are necessary? Does the data already exist, or is it necessary to carry out a
change and observe it? Are tests necessary? Do not proceed without a plan.
Step 2: Carry out the tests, or make the change, preferably on a small scale.
Step 3: Observe the effects.
Step 4: What did we learn? Repeat the test if necessary, perhaps in a different environment.
Look for side effects. Reference 4: Maruta, R. (2012). Maximizing Knowledge Work Productivity: A Time
Constrained and Activity Visualized PDCA Cycle. Knowledge & Process Management, 19(4),
203-214. doi:10.1002/kpm.139
Maruta (2012) discuss the application of the PDCA concept itself is not necessarily limited
to manufacturing production work and/or team activities. The author affirms that the PDCA
should be applicable even to “knowledge work” and service, aiming to review the current work
1 process and pre-established objective and then re-plan them to achieve the objective based on the
review progress.
The PDCA cycle application was proved to be effective even for office work by a single
worker. Although some readers may be skeptical about the transferability of Japanese approaches
to other cultures, the aforementioned application was actually carried out in a US company with
an American worker. The author believes that the concept is based on a general human work
performance quite independent of cultural factors 3. 5S
Reference 5: Osada, T. (1991). The 5S's: five keys to a total quality environment. Tokyo:
Asian Productivity Organization.
Reference 6: Hirano, H., & Hirano, H. (1996). 5 pillars of the visual workplace. Portland,
Or.: Productivity Press.
Osada and Hirano are authors who studied and explained the 5S methodology in a different
but complementary way. Takashi Osada’s vision is more conceptual, wherein he views 5S as a
strategy for organizational development, learning and change, oriented towards improving
efficiency and working conditions. For him, the general concept of the 5S is that they are
intended to eliminate waste (Osada, 1991). Hirano’s 5S approach is more practical in that he
considers 5S as a tool that a company can use to eliminate waste as a means of differentiating it
from competitors. 2 4. Inventory Management
Reference 7: Duskiewicz, F. (2015). Controlling Inventory Can Be Simpler. Convenience
Store Decisions, 26(10), 150.
Reference 8: Huang, J., & Tsai, P. (2011). Determination of order quantity for perishable
products by using the support vector machine. Journal Of The Chinese Institute Of Industrial
Engineers, 28(6), 425-436. doi:10.1080/10170669.2011.599432
Reference 9: Convenience stores. (1998). Chain Store Age, 74(1), 8A.
Reference 10: CONTROLLING INVENTORY TO MANAGE SHRINK. (2016)
Convenience Store Decisions, 27(5), 61.
These articles have some examples of convenience stores inventory management that will
be useful for recommendations. 3

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