Human resource management, Lean processes and outcomes for employees: towards a research agenda

Abstract

Lean management or lean thinking is a process improvement technique that along with Six Sigma is used in an increasing range of workplaces. This special issue focuses on the use of Lean in developed countries. This increased usage reflects a growing propensity for managers to launch initiatives to upgrade the efficiency and productivity of the enterprises that they manage, usually in an attempt to enhance the cost-effectiveness of operations. This special issue of the IJHRM includes eight articles in addition to this one on various aspects of the connections between lean management, human resource management (HRM) and outcomes for employees. The present article reviews the context for the increasing popularity of lean ideas among managers. Drawing on research in a range of countries, the articles in the special issue provide interesting insights into the relationships between process improvement innovations and HRM, as well as raise further important questions for research, which enable us to suggest an agenda for future research. This includes asking: what are the differences in the ways that Lean is implemented, for example the differences that may reflect industry, regional and national variables?

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

“…In fact, this research study has emphasised the human behavioural-related aspects of these factors and more importantly revealed key human resource elements to support LSS implementation. This research is also congruent with the study of Bamber et al (2014), Albliwi et al (2014) and Tanik and Sen (2012) whose conclusions about the significant impact of culture, educational level and knowledge of statistics on the success of Six Sigma projects is seen as equally important in German SMEs. Although the study presented here only considered seven SMEs within the German manufacturing supply chain it has addressed to some extent the research gap (Atmaca and Girenes, 2013;Thomas and Barton, 2006) of human behavioural factors and their relationship with LSS.…”

“…The result of this research is also consistent with the studies undertaken by Kanpp (2015), Lam et al (2015), Antony (2014), Bamber et al (2014), Stanton et al (2014), Zu et al (2010), Calvo-Mora et al (2014), Laohavichien et al( 2011), andBaird et al (2011) who argue that organisational culture and behavioural factors are key enablers for any TQM practice including LSS. This study has found a strong relationship between organisational culture and readiness to implement LSS in German manufacturing SMEs.…”

“…Apart from a few opinion pieces which focus on human resource issues and readiness for LSS implementation in the service sector (Antony, 2014;Stanton et al, 2014;Bamber et al, 2014;Fazzari and Levitt, 2008;Hensley and Dobie, 2005), no rigorous research evidence has emerged that explores the role of organisational and individual behavioural factors in promoting readiness and enabling LSS in the manufacturing SMEs. Moreover, the few articles that are available are not supported by empirical research.…”

Ecological effectiveness as an essential quality requirement of innovational construction

“…Bamber [5]et al continue the topic of lean practices, but their study is based on the theory of human research management. They identify the relations between lean management, human resource management and employee efficiency.…”

“…Bamber et al [5] analyze the established literature on how different industries cut costs, improve quality and increase overall efficiency in recent decades. The review shows the main process improvement techniques; there are lean tools among them, namely Toyota Production System and Six Sigma.…”