Employee Participation in the Implementation of Lean Production Systems

Dombrowski, Uwe; Mielke, Tim; Schulze, Sven

doi:10.1007/978-3-642-23860-4_70

Cited by 20 publications

(10 citation statements)

References 6 publications

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“…The HRLP related to EE practices are multitask workers (HRLP9), autonomous workers (HRLP11) and teamwork (HRLP10). These findings are consistent with previous research as human factors along with senior management’s involvement and motivation at all levels of the company have proven to be fundamental to achieve great OP (Achanga et al , 2005; Dombrowski et al , 2011). Likewise, having all human resources responsible and empowered for the continuous improvement efforts helps to reduce waste and increase flexibility (Proença, 2009; Sureerattanan et al , 2014; Lopes et al , 2015).…”

Section: Conclusion Limitations and Future Researchsupporting

confidence: 92%

Lean manufacturing and operational performance

Hernandez-Matias

Ocampo

Nuchera

et al. 2019

JMTM

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Purpose Lean manufacturing (LM) constitutes a consolidated alternative that has been successfully used to increase company effectiveness and performance. However, different studies have shown that many companies that attempt to integrate LM into their manufacturing operations fail in their efforts. Recent studies have shown that soft practices are a key factor for a successful LM implementation. The purpose of this paper is to analyze an in-depth review of the different human-related lean practices (HRLP) referenced in the recent literature and to identify which of them are more relevant to a successful LM implementation. Design/methodology/approach The findings presented in this paper are based on the results of a study about the situation of LM in Spain carried out with lean production managers and frontline supervisors of 202 Spanish companies with a high percent (74 percent) of international firms with factories in different countries. The implemented methodology uses factor analysis and structural equation modeling. Findings The results shows statistical evidence of the relationship between management’s HRLP (fostering a lean culture, providing support to lean), employees’ HRLP (employee involvement and employee empowerment) and operational performance (OP) (waste reduction and flexibility). Practical implications The results have academic and practical relevance for clarifying lean phenomena, helping managers to define a sequence in which a company should implement HRLP to successfully implement LM and increase its OP. Originality/value This study fills a research gap by exploring the existing causal relationships between a greater number of variables, both dependent and independent in relation to human factors in LM implementations.

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Section: Conclusion Limitations and Future Researchsupporting

confidence: 92%

Lean manufacturing and operational performance

Hernandez-Matias

Ocampo

Nuchera

et al. 2019

JMTM

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“…The purpose of the literature review was to identify the underlying principles and practice of the LPS (Ballard and Tommelien, 2016;Ballard et al, 2009;Ballard, 2000); current level of implementation of the LPS across countries (Daniel et al, 2015;Dave et al , 2015;Koch et al, 2015;Khanh and Kim, 2015;Kalsaas et al, 2014;Lindhard and Wandahl, 2014); to identify the challenges and to unpack the reasons for the non/partial implementation of the LPS in construction projects (Ballard, et al ., 2007;Hamzeh, 2009;Porwal, et al ., 2010;Fernandez-Solis et al ., 2012;Johansen and Porter, 2003); to understand the organisational factors influencing the implementation of lean techniques and LPS in particular (Liker, 2004;Conte, implementation of lean techniques and LPS (Dombrowski et al . 2010;Lindhard and Wandahl 2014;Nesensohn, 2014).…”

Section: Pcamentioning

confidence: 99%

“…As earlier mentioned in the literature review, the need for supporting the implementation of new techniques has been acknowledged in the literature (Nesensohn, 2014;Sacks et al, 2010, Ballard et a ., 2007. However, studies that have attempted to propose an approach for implementing specific lean techniques such as LPS in construction tend to focus more on the project level (Lindhard and Wandahl, 2014;Hamzeh and Bergstrom 2010;Dombrowski et al, 2010). The absence of a holistic approach to supports construction stakeholders in the implementation of the LPS informed the development of the LPS-PCA.…”

Section: The Rationale For the Last Planner System-path Clearing Apprmentioning

confidence: 99%

“…The need for supporting the implementation of new techniques, and practice using frameworks (Lindhard andWandahl, 2014, Nesensohn, 2014;Sacks et al, 2010 androadmaps (Ballard et al, 2017) has been acknowledged in the literature. Previous studies have attempted to propose an approach for implementing specific lean techniques such as LPS in construction, but they tend to focus more on the project level (Lindhard and Wandahl, 2014;Hamzeh and Bergstrom (2010), Dombrowski et al, 2010). For instance, Lindhard and Wandahl (2014) developed a framework that focused on supporting on-site scheduling; Dombrowski et al's (2010) framework focused more on the implementation of LPS components at the project level as it provides a detailed and compressive description of tasks that have to be done during LPS implementation as shown in LPS implementation detailed planning.…”

Section: Introductionmentioning

confidence: 99%

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Development of Approach to Support Construction Stakeholders in Implementation of the Last Planner System

2019

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The implementation of the Last Planner System (LPS) has gained prominence in the construction industry and its influence on the production system seems to be rapid and significant. However, recent studies reveal that the application of LPS principles on projects is fragmented. The aim of the current study, therefore, is to develop an approach to support construction stakeholders in the implementation of the LPS. Thirty semi-structured interviews and three in-depth case studies were conducted with construction stakeholders. The study developed a non-prescriptive but all-inclusive approach for supporting construction stakeholders in the implementation of the LPS on construction projects. This study contributes to knowledge in engineering management as it provides a new insight into how to apply the LPS holistically in the management of engineering projects. The study further provides evidence into the current practice and performance of the LPS in the management of civil engineering project as demonstrated in the case studies. Finally, the identification of the three "levels of support" (organisational, project, and external enabler) provides a focal point for

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“…Одни исследования СБП посвящены вы работке эффективной методологии и вы явлению факторов успешной имплемента ции [Achanga et al, 2006;Kováč, 2013;Dombrowski, Zahn, Mielke, 2010;Sundara, Balajib, Satheesh, 2014], другие выделяют основные проблемы, возникающие при вне дрении системы [Dutta, Banerjee, 2014;Ko vacheva, 2010;Cheah, Wong, Deng, 2012], третьи изучают примеры внедрения СБП и его последствия [Zokaei, Simons, 2006;Muslimen, Yusof, Abidin, 2011]. Так, в рабо те [Mehta, Mehta, Mehta, 2012] результа ты анкетирования сотрудников индийских автомобилестроительных предприятий по казали, что СБП существенно влия ет на производственный процесс и контроль ка чества, при этом основными проблемами выступают слабая мотивация топме недж мента и недостаточное обучение персонала (в среднем пятая часть работников пред приятий вообще не была информирована о внедрении данной системы).…”

unclassified

The Implementation of Lean Production System: Incentives, Effects and Problems. A Case of KAMAZ Publicly Traded Company

Dolgopyatova¹,

Khomyakova²

2016

Russian Management Journal

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Employee Participation in the Implementation of Lean Production Systems

Cited by 20 publications

References 6 publications

Lean manufacturing and operational performance

Lean manufacturing and operational performance

Development of Approach to Support Construction Stakeholders in Implementation of the Last Planner System

The Implementation of Lean Production System: Incentives, Effects and Problems. A Case of KAMAZ Publicly Traded Company

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