Lean manufacturing is widely considered to be a proven organisational improvement philosophy, yet the success rate of lean implementation in industry remains relatively low. Neglect of the human aspect of lean manufacturing is often cited as the leading reason for this, despite the emphasis so clearly placed upon this aspect by the creators of the lean philosophy. This article reviews the extent to which the human dimensions of the lean philosophy, as described in the Toyota Way management principles, have been incorporated in lean implementation strategies. It is found that few of the principles feature prominently in these strategies. Notably absent are those linked to the 'respect for people' pillar, which forms half of the Toyota Way's foundation. This conclusion indicates that the adoption of the lean philosophy runs contrary to the oft-repeated message from its creators that no tenet of the philosophy should be favoured at the expense of another. This may provide valuable insight into the reasons for the high implementation failure rate. OPSOMMINGAlhoewel lenige (lean) vervaardiging algemeen aanvaar word as 'n erkende filosofie vir organisatoriese verbetering, bly die implementeringsukseskoers relatief laag. Dit word dikwels toegeskryf aan die verwaarlosing van die menslike aspek, ten spyte van die klem wat die stigters van die lenige filosofie op hierdie aspek plaas. Hierdie artikel beskou die mate waartoe hierdie menslike aspekte van lenig, soos beskryf in die 'Toyota Way' bestuursbeginsels, vervat is in lenige implementering-strategieë. Daar is gevind dat baie min van die beginsels prominent in die strategieë verskyn. Dit is veral opvallend dat die beginsels wat verband hou met die 'respek vir mense' pilaar, afwesig is alhoewel hierdie pilaar die helfte van die 'Toyota Way' fondasie uitmaak. Die gevolgtrekking word gemaak dat lenige implementeringstrategieë in kontras is met die dikwels herhaalde boodskap van die stigters van die lenige filosofie, dat geen beginsels ten koste van ander uitgesonder mag word nie. Dit mag ook waardevolle insig gee tot die rede vir onsuksesvolle lenige implementering. .
Orientation: Many industries have adopted the popular continuous improvement (CI) approach, lean manufacturing, to facilitate CI initiatives. However, several studies have confirmed that the low success rate of lean implementation can be attributed to the disproportionate focus on lean tools and techniques at the expense of the human factor, as expressed in the Respect for People (RFP) principles mentioned in lean literature.Research purpose: To provide qualitative insight into the understanding and applicability of the Japanese RFP principles within the South African context.Motivation for the study: An improved understanding of these RFP principles within the South African context can contribute to more successful lean implementations.Research approach/design and method: A phenomenological approach was followed to conduct the study in different South African industries. Purposive, expert sampling was used and 22 individuals took part in the exploratory discussions. Data analysis was performed using applied thematic analysis.Main findings: The South African participants identified all the Japanese RFP principles as applicable to the South African context. However, additional RFP themes were also identified, specifically job security and aligned commitment.Practical/managerial implications: These findings are of importance to organisations planning to implement a Japanese-designed optimisation technique within a South African context. Organisations should pay attention to the original Japanese RFP themes and the additional RFP themes identified in this study.Contribution/value-add: This study contributes to the limited research available on lean manufacturing and the RFP principles within the South African context. New RFP themes are provided for organisations implementing a Japanese CI methodology within a South African context. The comparison of the understanding of the RFP themes in Japan and South Africa also contributes to the field of industrial psychology.
The manufacturing industry of South Africa is the sector consuming the largest portion of the total energy consumption and second largest portion of total water consumption per annum nationally. With a significant increase in electrical energy cost in recent years, together with the reserve energy margin dropping below the minimum level required for sustainable operation of energy utilities, energy efficiency improvement is becoming imperative for organisational success as well as national economical sustainability. This paper explores selected Lean manufacturing principles and its positive effect on energy and water efficiency. Although the implementation of Lean manufacturing techniques naturally leads to the improvement of energy and water intensity, the author believes that there is even greater potential in the development of a Lean based tool which will specifically focus on the improvement of energy and water efficiency. For this purpose the value stream mapping tool was chosen as the foundation. This paper continues to explain the process undergone to develop standardised energy and water specific waste categories to be used in conjunction with the traditional Lean wastes. The study concludes by detailing the development of the tool, together with its framework for implementation and a brief discussion on the forecasting model incorporated.
Prevailing research suggests that organisational culture plays a significant role in successful lean manufacturing implementation. Given the abstract nature of organisational culture it would be useful to crystalise the concept so that efforts may be made to identify actions that lead to a lean culture. Prior research has led to the development of a lean culture causal framework that outlines the categories of leadership actions shown to contribute towards a lean organisational culture. The purpose of this paper is to further extend the idea of a causal framework and to develop a tool that can be used to diagnose organisational culture in the context of the lean philosophy.
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