Is implementation of continuous improvement possible? An evolutionary model of enablers and inhibitors

García-Sabater, Julio J.; Marín-García, Juán A.; Perello-Marín, M. Rosario

doi:10.1002/hfm.20262

Cited by 32 publications

(47 citation statements)

References 30 publications

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“…() concluded that employee involvement in lean practices and implementation could prevent negative effects on perceived job autonomy. In addition, García‐Sabater, Marín ‐García, and Perello‐ Marín () argued that employee involvement is an enabler to advance the implementation of continuous improvement. Feedback is also important to achieve creative performance among employees (De Stobbeleir, Ashford, & Buyens, ).…”

Section: Lean Production and Human Resource Practicesmentioning

confidence: 99%

Impact of Lean Production on Perceived Job Autonomy and Job Satisfaction: An Experimental Study

Rodríguez

Buyens

Landeghem

et al. 2015

Hum Ftrs & Erg Mfg Svc

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Previous studies have indicated positive and negative effects of lean production on employees’ perceived work characteristics and job attitudes. The most detrimental consequence of lean production is a decrease in the perceived job autonomy of workshop employees. To reduce these negative consequences, we propose human resource practices for integration with lean production. Drawing on the job characteristics model, we hypothesized that the implementation of lean production combined with human resource practices would enhance perceived job autonomy, job satisfaction, and operational performance. To evaluate our hypotheses, we used an experimental design consisting of a simulation game that mimics a manufacturing company. We implemented lean production combined with human resource practices in this simulated company. The results indicated a significant increase in perceived job autonomy, job satisfaction, and operational performance. Moreover, the results revealed a positive relationship between job satisfaction and operational performance.

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Section: Lean Production and Human Resource Practicesmentioning

confidence: 99%

Impact of Lean Production on Perceived Job Autonomy and Job Satisfaction: An Experimental Study

Rodríguez

Buyens

Landeghem

et al. 2015

Hum Ftrs & Erg Mfg Svc

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“…Yet this is a very enduring and demanding task for managers, one in which it is not easy to succeed. This has motivated several authors like Garcia et al (2014), Garcia-Sabater et al (2012), Dahlgaard-Park (2012) and Bateman (2005), to undertake research regarding the discovery of a series of CI enablers or success factors, all related to the functioning and participation of people inside the organization that could account for the success or failure of different CI initiatives. Although they provide many arguments for including these factors, they failed to provide a comprehensive but concrete list of items inside each of these factors that should be considered by managers in order to monitor EP in CI and its determinants.…”

Section: Determinants Of Employee Participationmentioning

confidence: 99%

“…The importance of having good measures to manage the CI system has been covered in previous CI literature (Jaca, Viles, Mateo, & Santos, 2012;Garcia-Sabater, Marin-Garcia & Perello-Marin, 2012).…”

Section: Introductionmentioning

confidence: 99%

Measure to succeed: How to improve employee participation in continuous improvement

Jurburg¹,

Viles²,

Tanco³

et al. 2016

JIEM

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Abstract:Purpose: Achieving employee participation in continuous improvement (CI) systems is considered as one of the success factors for the sustainability of those systems. Yet, it is also very difficult to obtain because of the interaction of many critical factors that affect employee participation. Therefore, finding ways of measuring all these critical factors can help practitioners manage the employee participation process accordingly.Design/methodology/approach: Based upon the existing literature, this paper presents a 4-Phase (9 steps) diagnostic tool to measure the main determinants associated with the implementation of CI systems affecting employee participation in improvement activities. Findings:The tool showed its usefulness to detect the main weaknesses and improvement opportunities for improving employee participation in CI through the application in two different cases. Practical implications:This diagnostic tool could be particularly interesting for companies adopting CI and other excellence frameworks, which usually include a pillar related to people development inside the organization, but do not include tools to diagnose the state of this pillar.-1059-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.2074 Originality/value: This diagnostic tool presents a user's perspective approach, ensuring that the weaknesses and improvement opportunities detected during the diagnose come directly from the users of the CI system, which in this case are the employees themselves. Given that the final objective is to identify reasons and problems hindering employee participation, adopting this user's perspective approach seem more relevant than adopting other more traditional approaches, based on gathering information from the CI system itself or from the CI managers.

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“…Although Board support is fundamental to program design and monitoring, most improvements place at the level of operators and supervisors (Terziovski & Sohal, 2000;García-Lorenzo & Prado-Prado, 2002;García-Sabater, Marín-García & Perelló-Marín, 2012;Jaca, Palpa-Galeano, Viles & Mateo, 2016;Uhrin, Bruque-Cámara & Moyano-Fuentes, 2017). Therefore, staff participation in improvements increases their motivation and satisfaction, (Gerhart, 2012;Wang, Thornhill & Zao, 2016), even as a High Involvement Work Practice.…”

Section: Introductionmentioning

confidence: 99%

Promoting structured participation for competitiveness in services companies

García-Arca

Prado

Fernández-González

2018

JIEM

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Purpose:To identify the main drivers that facilitate the successful deployment of a participation program aimed at improving competitiveness, as a prior step to analyze and discuss the implementation of these drivers in three services companies.Design/methodology/approach: The selection of the drivers was based on a "content analysis" of recent literature (2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017). To test the level of deployment of these drivers, the "case study" technique was chosen. The authors have selected two public transport companies and one bank, which have more than twenty years' experience in the development of participation programs. Findings:From the case studies analysis, we conclude that participation can successfully improve a company's competitiveness, provided that the drivers are developed with this specific aim. Thus, the analysis of these drivers allows to identify some gaps in aspects such as, the extension of participation throughout the company, the methodology adopted in the deployment of participation programs, the organizational structure for monitoring the program tasks, the reward/recognition systems and, especially, the implementation of KPIs for connecting participation and competitiveness.Research limitations/implications: This paper is based on a review of current literature, the analysis of three case studies, and our own personal experience. Our observations and comments may be qualified by future investigation with an increased sample of companies. Practical implications:This paper could be of interest to companies due to outlines the drivers that are critical to implementing participation programs focused on competitiveness. This could help companies that are thinking of implementing such programs, or those that are unhappy with their current programs, to re-design their plans in line with their business strategy. Originality/value:The main contribution of this paper lies in its theoretical and applied approach, analyzing in a comparative and longitudinal way the deployment of the drivers in services companies. This analysis allows the identification of strengths and weaknesses in the implementation of these participation programs focused on competitiveness.This combined and comparative approach is considered especially novel in the academic and professional world. Likewise, the analysis of companies with a longstanding history in their participation programs is also relevant, particularly, in the services sector.

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Is implementation of continuous improvement possible? An evolutionary model of enablers and inhibitors

Cited by 32 publications

References 30 publications

Impact of Lean Production on Perceived Job Autonomy and Job Satisfaction: An Experimental Study

Impact of Lean Production on Perceived Job Autonomy and Job Satisfaction: An Experimental Study

Measure to succeed: How to improve employee participation in continuous improvement

Promoting structured participation for competitiveness in services companies

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