Effect of the motivational factor on lean manufacturing performance: the case of a multinational consumer goods company

Castro, Felipe; Figueiredo, Paulo Soares; Pereira-Guizzo, Camila; Passos, Franscisco Uchoa

doi:10.1590/0104-530x4850-19

Cited by 7 publications

(8 citation statements)

References 30 publications

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“…In [12], attempts were made to understand how the motivation factor can influence the improvement of operational activities after implementing Lean programs. The results prove the hypothesis that the motivation of teams of workers in the Lean implementation process significantly affects the degree of success of the process.…”

Section: Publications Review In the Field Of Researchmentioning

confidence: 99%

Research on the impact of human capital on the lean production implementation

Orekhov¹,

Golovchanov²,

Karanashev³

2022

Proceedings of the IX International Scientific and Practical Conference “Current Problems of Social and Labour Relations" (ISPC

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The study is devoted to the actual problem of using new resources for human capital growth, particularly the implementation of Lean. The study aims to identify the dependence of the implementation results at Russian enterprises on the level of human capital development and other factors. The subject of the study is the dependence of the results of Lean implementation on the main groups of aggregated indicators characterising the production system. The primary research methods used written surveys of experts and regression analysis of survey results. The dependence of the results of the implementation of lean production (R) on the aggregated indicators of human capital (H), corporate culture (C) and the Lean implementation process (P) is investigated. The dependences of the results of lean production on the corresponding optimal predictors have relatively high coefficients of determination: R 2 (H) = 0.69; R 2 (C) = 0.78 and R 2 (P) = 0.80 for regression models in the form of 4th-degree polynomials. The indicators that have the most significant impact on the results of Lean implementation have been identified. For the predictor of human capital, this is staff educational level (weight -0.29), staff willingness to study (0.25), the satisfaction of age characteristics (0.24) and discipline (0.22); for the predictor of corporate culture -the culture of cooperation (0.35), the culture of appearance (0.24), work according to the rules (0.24); for the Lean implementation processconsolidation of the changes made (0.83). For the generalised optimal predictor, the dominant factors are the consolidation of the changes made (0.79), the speed of changes implementation (0.11) and the willingness of staff to learn (0.10). All surveyed organisations are divided into three clusters according to the dependence of Lean implementation results on the generalised aggregated predictor. The share of companies that have most successfully implemented Lean is 26%, the average rating of their success on a five-point scale is 3.8. The study results can be used in developing lean production implementation programs at enterprises and in strategic planning to increase the efficiency of human capital.

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Section: Publications Review In the Field Of Researchmentioning

confidence: 99%

Research on the impact of human capital on the lean production implementation

Orekhov¹,

Golovchanov²,

Karanashev³

2022

Proceedings of the IX International Scientific and Practical Conference “Current Problems of Social and Labour Relations" (ISPC

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“…Darbuotojų motyvacija ir iniciatyvumas yra papildomi veiksniai, kurie turi įtakos veiklos optimizavimo priemonių įgyvendinimo efektyvumui ir sėkmei (Castro et al, 2019), todėl organizacijos, siekdamos geriausio rezultato įdiegiant veiklos efektyvumą didinančias priemones, lygiagrečiai turėtų numatyti darbuotojų motyvavimo strategiją. Nors sėkmingai įdiegus veiklos tobulinimo priemones atskirai, pavyzdžiui, įdiegus tik Lean, taip pat galima reikšmingai padidinti veiklos efektyvumą (Erol et al, 2017), šių priemonių kombinacija, jas selektyviai parenkant ir įvertinant įdiegimo galimybes pagal veiklos sritį, įvertinant papildomus kriterijus, tokius kaip organizacijos įtaka tiekėjams ir klientams, tuo pačiu metu užtikrinant darbuotojų motyvaciją ir iniciatyvumą, reikšmingus rezultatus gali padėti pasiekti greičiau ir / ar efektyviau.…”

Section: įVadasunclassified

“…Tokiais būdais darbuotojai demonstruoja pasipriešinimą pokyčiams ir bando sumenkinti pokyčių efektyvumą. Lean įdiegimo sėkmė priklauso nuo darbuotojų motyvacijos lygio (Castro et al, 2019). Dėl šios priežasties organizacijos turėtų numatyti priemones, kuriomis užtikrintų darbuotojų motyvacijos ir iniciatyvumo palaikymą.…”

Section: Nuolatinio Tobulėjimo Psichologija Ir Veiklos Tobulinimo Met...unclassified

High-Tech Industry Performance Improvement

Venclovas

2022

Science - Future of Lithuania

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High-tech industry stands out as progressive, inovative field of industry which continuously makes investments towards R&D development. High-tech industry also has distinguishing features such as rapid use of new science findings and constant investments to new equipment, which tends to quickly depreciate and is replaced. Also, high-tech industry companies typicaly cooperate with international organisations, research centers and universities. It is not unusual for high-tech industry companies to have a lot of patents and licences. It is difficult to implement business improvement models, which tend to increase competitive advantage by reducing production cost, increasing production speed and reducing delivery time in continiously evolving high-tech industry companies. In this paper the posibility to implement business improvement models in high-tech industry is analyzed. Additionaly, employee motivation and initiative, as factors of business model implementation success is analyzed. Finally, based on the research of scientific literature and empirical data of two high-tech industry companies a model for high-tech industry performance improvement is proposed, which also introduces tools to improve employee motivation and initiative.

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“…Especially in the furniture industry, which uses a lot of labor, it is necessary to take into account the performance of the production department (Farole & Winkler, 2012). Operationalization that occurs in the furniture industry results in operational performance that is influenced by the performance and productivity of employees who are interrelated between divisions (Castro, Figueiredo, Guizzo, & Passos, 2019). So that employee competencies and skills play an important role for the productivity of other units or divisions (Fong & Mahfar, 2013)…”

Section: About Here]mentioning

confidence: 99%

Differences in the Performance of Permanent Employees and Contract Employees in the Furniture Industry

Firdaus

2021

jbmp

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Industri mebel merupakan sektor yang perkembangannya sangat kompetitif namuncenderung fluktuatif dalam permintaan. Penyerapan tenaga kerja yang tinggi pada industrimebel menuntut upaya efisiensi agar tenaga kerja tidak menjadi beban produksi, sehinggaperusahaan meenerapkan sistem kontrak pada karyawan. Tujuan penelitian ini untukmenganalisis apakah terdapat perbedaan yang signifikan antara kinerja pada karyawan tetapdengan karyawan kontrak. Penelitian dilakukan di 2 perusahaan di Jawa Timur. Tekniksampling menggunakan Cluster random sampling, sehingga diperoleh 50 karyawan tetap dan50 karyawan kontrak sebagai sampel penelitian. Teknik pengumpulan .data melaluikuisioner, studi pendahuluan, wawancara, observasi serta kajian publikasi ilmiah. Desainpenelitian ini Kuantitatif dengan pendekatan komparatif dua sampel. Analisis menggunakanIndependent Samples T Test dengan program SPSS versi 23. Hasil penelitian membuktikanbahwa terdapat perbedaan yang signifikan antara kinerja pada karyawan tetap dengankaryawan kontrak sebesar 1.820. Karyawan kontrak rata-rata memiliki kinerja lebih baik(mean 24,56) daripada karyawan tetap (mean 22,74) .

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Effect of the motivational factor on lean manufacturing performance: the case of a multinational consumer goods company

Cited by 7 publications

References 30 publications

Research on the impact of human capital on the lean production implementation

Research on the impact of human capital on the lean production implementation

High-Tech Industry Performance Improvement

Differences in the Performance of Permanent Employees and Contract Employees in the Furniture Industry

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