East African Growers likely adopted kaizen to improve efficiency, reduce waste, and speed up throughput times, which is pivotal to operational excellence in flower processing and packaging. Kaizen, just in time delivery, and regional economic initiatives such as IMF, World Bank, and EAC support, have all contributed to the competitive advantage in the East African market.
The specific challenges or objectives that might have prompted East African Growers to adopt kaizen could include the need to increase efficiency in operations, reduce waste, and address the demand for quicker throughput times in their flower-packing facility. Kaizen, a continuous improvement strategy, contributes to operational excellence by focusing on constant, incremental changes that collectively lead to significant enhancements in productivity and quality.
In the context of flower processing and packaging, this could translate into streamlined processes, better inventory management akin to just in time delivery, and more effective workforce utilization. Together with the assistance from the IMF and the World Bank in economic reforms and reduced corruption, as well as the creation of the East African Community (EAC) to support economic partnerships, kaizen enables companies like East African Growers to be more competitive in a rapidly developing Nairobi and East African market.