Human Resource development in Toyota culture

Liker, Jeffrey Κ.; Hoseus, Michael

doi:10.1504/ijhrdm.2010.029445

Cited by 172 publications

(217 citation statements)

References 1 publication

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“…Lean is a production strategy that enables companies to efficiently produce what customers have ordered, in part by supplying workers with required materials and equipment in a timely manner (Liker and Hoseus 2010, Shah and Ward 2003, Spear and Bowen 1999, Womack and Jones 2003. In particular, after conducting our analyses, we found that the categories that emerged from our study mapped onto Spear and Bowen's (SB's) (1999) four work design rules from Toyota, the quintessential "lean" company.…”

Section: Prior Research On Operational Failures and Lean Manufacturinmentioning

confidence: 82%

Lean in healthcare – history and recent developments

Sloan¹,

Fitzgerald²,

Hayes³

et al. 2014

Journal of Health Organization and Management

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Abstract:The performance gap between hospital spending and outcomes is indicative of inefficient care delivery. Operational failures-breakdowns in internal supply chains that prevent work from being completed-contribute to inefficiency by consuming 10% of nurses' time (Hendrich et al. 2008, Tucker 2004. This paper seeks to identify organizational factors associated with operational failures, with a goal of providing insight into effective strategies for removal. We observed nurses on medical/ surgical units at two hospitals, shadowed support staff who provided materials, and interviewed employees about their internal supply chain's performance. These activities created a database of 120 operational failures and the organizational factors that contributed to them. We found that employees believed their department's performance was satisfactory, but poorly trained employees in other departments caused the failures. However, only 14% of the operational failures arose from errors or training. They stemmed instead from multiple organizationally-driven factors: insufficient workspace (29%), poor process design (23%), and a lack of integration in the internal supply chains (23%). Our findings thus suggest that employees are unlikely to discern the role that their department's routines play in operational failures, which hinders solution efforts. Furthermore, in contrast to the "Pareto Principle" which advocates addressing "large" problems that contribute a disproportionate share of the cumulative negative impact of problems, the failures and causes were dispersed over a wide range of factors. Thus, removing failures will require deliberate crossfunctional efforts to redesign workspaces and processes so they are better integrated with patients' needs.

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Section: Prior Research On Operational Failures and Lean Manufacturinmentioning

confidence: 82%

Lean in healthcare – history and recent developments

Sloan¹,

Fitzgerald²,

Hayes³

et al. 2014

Journal of Health Organization and Management

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“…In the translation and adaptation of LP, there are two main dimensions that form these approaches: 'toolbox LP' and 'LP thinking' (Pettersen, 2009). The use of a tool-box approach to LP, without embracing the underlying philosophy as in LP thinking, is described as one reason for low success and sustainability, in LP implementations (Bhasin and Burcher, 2006;Emiliani, 2006;Liker and Hoseus, 2010;Spear, 2004).…”

Section: Lp In Hcosmentioning

confidence: 99%

Lean implementation at different levels in Swedish hospitals: the importance for working conditions and stress

Dellve

Williamsson

Strömgren

et al. 2015

IJHFE

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Healthcare organisations in Sweden are reorienting toward horizontal organisation around care processes. This paper's aim was to investigate how implementation approaches for improvements of care processes in line with lean production (LP), at hospital strategic and operative levels, are associated with working conditions and stress-related health among the employees. Five hospitals working with improvements to care processes were studied using questionnaires to employees (n = 1,303) and interviews at strategic and operative levels at baseline and follow-up. The process redesign implementation strategies varied between the strategic and operative levels. 236 L. Dellve et al.There were associations between a higher degree of LP at operative level and increased work resources and decreased work demands. Physical, cognitive and mental stress-related symptoms were only weakly associated with strategic or operative LP initiatives. There was evidence of more beneficial or improved working conditions in relation to higher degree of LP at operative levels.Keywords: lean production; continuous improvements; work environment; psychosocial work conditions; healthcare service; human factors; implementation; stress; healthcare workers; Sweden.

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“…In addition the employees" creativity and knowledge are the basis for continuous improvement (Liker & Hoseus, 2010).…”

Section: Continuous Improvement CImentioning

confidence: 99%

Investigating the Effect of Total Quality Management Practices on Organizational Performance in the Jordanian Banking Sector

Al-Ettayyem¹,

Al‐Zu'bi²

2015

IBR

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The aim of this study is to examine the effect of Total Quality Management (TQM) practices (customer satisfaction, education and training, continuous improvement, teamwork, and top management commitment) on organizational performance (financial and non-financial) in the Jordanian banking sector.Research papers which are related to services are limited in Jordan. Since Jordanian economy is heavily dependent on the services sector, such research may enhance the quality of this sector.The methodology is based on a questionnaire distributed to 11 commercial banks, and the statistical package for social sciences (SPSS) was used to analyse and examine the hypotheses. This research has indicated that TQM practices have a positive effect on organizational performance both financially and non-financially.

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Human Resource development in Toyota culture

Cited by 172 publications

References 1 publication

Lean in healthcare – history and recent developments

Lean in healthcare – history and recent developments

Lean implementation at different levels in Swedish hospitals: the importance for working conditions and stress

Investigating the Effect of Total Quality Management Practices on Organizational Performance in the Jordanian Banking Sector

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