Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review

Solomon Terfasa Dinka

doi:doi:10.11648/j.ajmse.20251005.12

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Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review

Solomon Terfasa Dinka^*

Published in American Journal of Management Science and Engineering (Volume 10, Issue 5)

Received: 19 September 2025 Accepted: 30 September 2025 Published: 28 October 2025

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Abstract

In the context of Sub-Saharan Africa's (SSA) ambitious industrialization agenda and its quest for global competitiveness, this systematic literature review critically examines the increasingly vital role of Kaizen—a Japanese philosophy of continuous improvement—within the region's diverse industrial sectors. Synthesizing evidence from 78 peer-reviewed articles and case studies published between 2010 and 2024, and adhering to the PRISMA framework. The review firmly positions Kaizen not merely as an operational tool, but as a strategic imperative for fostering enhanced competitiveness and sustainable growth within these emerging economies. The findings clearly demonstrate measurable and substantial improvements across critical operational dimensions. Operational efficiency has seen reported productivity increases ranging from 15% to 30%, largely achieved through waste reduction, optimized process flows, and enhanced resource utilization. Concurrently, quality management shows remarkable enhancements, with up to a 40% reduction in defects and rework, attributed to process standardization, root cause analysis, and proactive quality control. Beyond tangible metrics, Kaizen fosters greater workforce engagement, empowering employees through suggestion systems and problem-solving teams, leading to boosted morale and improved safety across diverse manufacturing subsectors like automotive, textiles, and food processing. Despite these encouraging outcomes, pervasive implementation barriers limit Kaizen's full potential and scalability in SSA. Foremost is entrenched cultural resistance to change, stemming from hierarchical management structures, a prevailing fear of failure, and an organizational short-term focus. Widespread infrastructural deficiencies, including unreliable power supply, inadequate logistics, and limited access to advanced manufacturing technologies, pose significant practical challenges. Addressing these systemic obstacles is paramount for improving Kaizen's transformative power and contributing to SSA's sustainable industrial development.

Published in	American Journal of Management Science and Engineering (Volume 10, Issue 5)
DOI	10.11648/j.ajmse.20251005.12
Page(s)	104-111
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2025. Published by Science Publishing Group

Keywords

Kaizen, Continuous Improvement, Sub-Saharan Africa, Industrial Development, Productivity Growth

References

[1]	AKAC, (2023). Kaizen in Ethiopia (Transfer Model–Achievement-KEC Future).
[2]	Atta-Ankomah, R., Appiah Kubi, J., & Ackah, C. G. (2022). The effect of Kaizen on performance: Evidence from manufacturing enterprises in Ghana. The European Journal of Development Research, 34(2), 1167-1192.
[3]	Bwemelo G., (2014). Kaizen as a Strategy for Improving SSMEs’ Performance: Assessing its Acceptability and Feasibility in Tanzania. European Journal of Business and Management Vol. 6, No. 35, ISSN 2222-2839.
[4]	Georgise, F. B., & Mindaye, A. T. (2020). Kaizen implementation in industries of Southern Ethiopia: Challenges and feasibility. Cogent Engineering, 7(1), 1823157.
[5]	Ishiwata, A. (2009, October). Needs for Kaizen Activities by African Manufacturer. In Graduate Institute for Policy Studies (GRIPS) Development Forum October (pp. 13-21).
[6]	JICA, (2023). JICA Global Agenda for Private Sector Development (No. 4). Strategy for Africa Kaizen Initiative.
[7]	Keijiro, O., Kimiaki, J., & Tetsushi, S. (2018). Applying the Kaizen in Africa. Springer Nature.
[8]	Ohno, T. (2019). Toyota production system: beyond large-scale production. Productivity press.
[9]	Otsuka, K., & Ben-Mazwi, N. (2022). The impact of Kaizen: Assessing the intensive Kaizen training of auto-parts suppliers in South Africa. South African Journal of Economic and Management Sciences, 25(1), 4093.
[10]	Otsuka, K., Jin, K., & Sonobe, T. (2018). Applying the Kaizen in Africa: A new avenue for industrial development (p. 266). Springer Nature.
[11]	Page, J. (2015). Structural Change and Africa’s Poverty Puzzle. In L. Chandy et al. (Eds.), Last Mile in Ending Extreme Poverty. Washington, DC: Brookings Institution Press.
[12]	Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., & Moher, D. (2020). The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. bmj, 372.
[13]	Sahmi, Z., & El Abbadi, L. (2024). The evolution of Kaizen in the industry: Systematic literature review. International Journal of Production Management and Engineering, 12(2), 169-179.
[14]	Shimada, G. (2020). Why is kaizen critical for developing countries?: Kaizen as a social innovation in the era of global inequality. In Workers, Managers, Productivity: Kaizen in Developing Countries (pp. 69-85). Singapore: Springer Singapore.
[15]	Suzuki, M., & Sakamaki, E. (2020). Opportunities for Kaizen in Africa: Developing the core employability skills of African youth through Kaizen. In Workers, Managers, Productivity: Kaizen in Developing Countries (pp. 141-167). Singapore: Springer Singapore.
[16]	Tsuyoshi K., (2023). A Comparative Study of Kaizen Projects in Tunisia and Ethiopia.

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Dinka, S. T. (2025). Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review. American Journal of Management Science and Engineering, 10(5), 104-111. https://doi.org/10.11648/j.ajmse.20251005.12

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Dinka, S. T. Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review. Am. J. Manag. Sci. Eng. 2025, 10(5), 104-111. doi: 10.11648/j.ajmse.20251005.12

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AMA Style

Dinka ST. Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review. Am J Manag Sci Eng. 2025;10(5):104-111. doi: 10.11648/j.ajmse.20251005.12

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@article{10.11648/j.ajmse.20251005.12,
  author = {Solomon Terfasa Dinka},
  title = {Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review
},
  journal = {American Journal of Management Science and Engineering},
  volume = {10},
  number = {5},
  pages = {104-111},
  doi = {10.11648/j.ajmse.20251005.12},
  url = {https://doi.org/10.11648/j.ajmse.20251005.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20251005.12},
  abstract = {In the context of Sub-Saharan Africa's (SSA) ambitious industrialization agenda and its quest for global competitiveness, this systematic literature review critically examines the increasingly vital role of Kaizen—a Japanese philosophy of continuous improvement—within the region's diverse industrial sectors. Synthesizing evidence from 78 peer-reviewed articles and case studies published between 2010 and 2024, and adhering to the PRISMA framework. The review firmly positions Kaizen not merely as an operational tool, but as a strategic imperative for fostering enhanced competitiveness and sustainable growth within these emerging economies. The findings clearly demonstrate measurable and substantial improvements across critical operational dimensions. Operational efficiency has seen reported productivity increases ranging from 15% to 30%, largely achieved through waste reduction, optimized process flows, and enhanced resource utilization. Concurrently, quality management shows remarkable enhancements, with up to a 40% reduction in defects and rework, attributed to process standardization, root cause analysis, and proactive quality control. Beyond tangible metrics, Kaizen fosters greater workforce engagement, empowering employees through suggestion systems and problem-solving teams, leading to boosted morale and improved safety across diverse manufacturing subsectors like automotive, textiles, and food processing. Despite these encouraging outcomes, pervasive implementation barriers limit Kaizen's full potential and scalability in SSA. Foremost is entrenched cultural resistance to change, stemming from hierarchical management structures, a prevailing fear of failure, and an organizational short-term focus. Widespread infrastructural deficiencies, including unreliable power supply, inadequate logistics, and limited access to advanced manufacturing technologies, pose significant practical challenges. Addressing these systemic obstacles is paramount for improving Kaizen's transformative power and contributing to SSA's sustainable industrial development.
},
 year = {2025}
}

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TY  - JOUR
T1  - Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review

AU  - Solomon Terfasa Dinka
Y1  - 2025/10/28
PY  - 2025
N1  - https://doi.org/10.11648/j.ajmse.20251005.12
DO  - 10.11648/j.ajmse.20251005.12
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 104
EP  - 111
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20251005.12
AB  - In the context of Sub-Saharan Africa's (SSA) ambitious industrialization agenda and its quest for global competitiveness, this systematic literature review critically examines the increasingly vital role of Kaizen—a Japanese philosophy of continuous improvement—within the region's diverse industrial sectors. Synthesizing evidence from 78 peer-reviewed articles and case studies published between 2010 and 2024, and adhering to the PRISMA framework. The review firmly positions Kaizen not merely as an operational tool, but as a strategic imperative for fostering enhanced competitiveness and sustainable growth within these emerging economies. The findings clearly demonstrate measurable and substantial improvements across critical operational dimensions. Operational efficiency has seen reported productivity increases ranging from 15% to 30%, largely achieved through waste reduction, optimized process flows, and enhanced resource utilization. Concurrently, quality management shows remarkable enhancements, with up to a 40% reduction in defects and rework, attributed to process standardization, root cause analysis, and proactive quality control. Beyond tangible metrics, Kaizen fosters greater workforce engagement, empowering employees through suggestion systems and problem-solving teams, leading to boosted morale and improved safety across diverse manufacturing subsectors like automotive, textiles, and food processing. Despite these encouraging outcomes, pervasive implementation barriers limit Kaizen's full potential and scalability in SSA. Foremost is entrenched cultural resistance to change, stemming from hierarchical management structures, a prevailing fear of failure, and an organizational short-term focus. Widespread infrastructural deficiencies, including unreliable power supply, inadequate logistics, and limited access to advanced manufacturing technologies, pose significant practical challenges. Addressing these systemic obstacles is paramount for improving Kaizen's transformative power and contributing to SSA's sustainable industrial development.

VL  - 10
IS  - 5
ER  -

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Author Information

Solomon Terfasa Dinka

Department of Accounting and Finance, Ambo University, Woliso, Ethiopia

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http://orcid.org/0000-0003-3297-3176

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APA Style

Dinka, S. T. (2025). Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review. American Journal of Management Science and Engineering, 10(5), 104-111. https://doi.org/10.11648/j.ajmse.20251005.12

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ACS Style

Dinka, S. T. Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review. Am. J. Manag. Sci. Eng. 2025, 10(5), 104-111. doi: 10.11648/j.ajmse.20251005.12

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AMA Style

Dinka ST. Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review. Am J Manag Sci Eng. 2025;10(5):104-111. doi: 10.11648/j.ajmse.20251005.12

Copy | Download

@article{10.11648/j.ajmse.20251005.12,
  author = {Solomon Terfasa Dinka},
  title = {Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review
},
  journal = {American Journal of Management Science and Engineering},
  volume = {10},
  number = {5},
  pages = {104-111},
  doi = {10.11648/j.ajmse.20251005.12},
  url = {https://doi.org/10.11648/j.ajmse.20251005.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20251005.12},
  abstract = {In the context of Sub-Saharan Africa's (SSA) ambitious industrialization agenda and its quest for global competitiveness, this systematic literature review critically examines the increasingly vital role of Kaizen—a Japanese philosophy of continuous improvement—within the region's diverse industrial sectors. Synthesizing evidence from 78 peer-reviewed articles and case studies published between 2010 and 2024, and adhering to the PRISMA framework. The review firmly positions Kaizen not merely as an operational tool, but as a strategic imperative for fostering enhanced competitiveness and sustainable growth within these emerging economies. The findings clearly demonstrate measurable and substantial improvements across critical operational dimensions. Operational efficiency has seen reported productivity increases ranging from 15% to 30%, largely achieved through waste reduction, optimized process flows, and enhanced resource utilization. Concurrently, quality management shows remarkable enhancements, with up to a 40% reduction in defects and rework, attributed to process standardization, root cause analysis, and proactive quality control. Beyond tangible metrics, Kaizen fosters greater workforce engagement, empowering employees through suggestion systems and problem-solving teams, leading to boosted morale and improved safety across diverse manufacturing subsectors like automotive, textiles, and food processing. Despite these encouraging outcomes, pervasive implementation barriers limit Kaizen's full potential and scalability in SSA. Foremost is entrenched cultural resistance to change, stemming from hierarchical management structures, a prevailing fear of failure, and an organizational short-term focus. Widespread infrastructural deficiencies, including unreliable power supply, inadequate logistics, and limited access to advanced manufacturing technologies, pose significant practical challenges. Addressing these systemic obstacles is paramount for improving Kaizen's transformative power and contributing to SSA's sustainable industrial development.
},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Kaizen as a Pathway to Industrial Transformation in Sub-Saharan Africa: A Systematic Literature Review

AU  - Solomon Terfasa Dinka
Y1  - 2025/10/28
PY  - 2025
N1  - https://doi.org/10.11648/j.ajmse.20251005.12
DO  - 10.11648/j.ajmse.20251005.12
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 104
EP  - 111
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20251005.12
AB  - In the context of Sub-Saharan Africa's (SSA) ambitious industrialization agenda and its quest for global competitiveness, this systematic literature review critically examines the increasingly vital role of Kaizen—a Japanese philosophy of continuous improvement—within the region's diverse industrial sectors. Synthesizing evidence from 78 peer-reviewed articles and case studies published between 2010 and 2024, and adhering to the PRISMA framework. The review firmly positions Kaizen not merely as an operational tool, but as a strategic imperative for fostering enhanced competitiveness and sustainable growth within these emerging economies. The findings clearly demonstrate measurable and substantial improvements across critical operational dimensions. Operational efficiency has seen reported productivity increases ranging from 15% to 30%, largely achieved through waste reduction, optimized process flows, and enhanced resource utilization. Concurrently, quality management shows remarkable enhancements, with up to a 40% reduction in defects and rework, attributed to process standardization, root cause analysis, and proactive quality control. Beyond tangible metrics, Kaizen fosters greater workforce engagement, empowering employees through suggestion systems and problem-solving teams, leading to boosted morale and improved safety across diverse manufacturing subsectors like automotive, textiles, and food processing. Despite these encouraging outcomes, pervasive implementation barriers limit Kaizen's full potential and scalability in SSA. Foremost is entrenched cultural resistance to change, stemming from hierarchical management structures, a prevailing fear of failure, and an organizational short-term focus. Widespread infrastructural deficiencies, including unreliable power supply, inadequate logistics, and limited access to advanced manufacturing technologies, pose significant practical challenges. Addressing these systemic obstacles is paramount for improving Kaizen's transformative power and contributing to SSA's sustainable industrial development.

VL  - 10
IS  - 5
ER  -

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