Perception on Lean Practices in a Lean Implementation

Abstract

In today's highly competitive world where most businesses focus on cost and quality, organizations with efficient and effective supply chains are able to stand out with inherent competitive advantages. To achieve this many organizations adopt lean practices which fundamentally stress on the elimination of non-value added tasks (such as unwanted transportation, extra processing, excess motion, repairs on defects, over production, excess inventory and incidents of waiting or delays). Nevertheless, the introduction of lean practices in any organization is often accompanied by changes in the working environment. These changes influence the people working there. This study looks into the perceptions of the workers, in a case study site (a Japanese Multi-National Corporation situated in Penang, Malaysia producing semi-conductor devices), on the lean practices implemented in the internal supply chains. The study compared the perceptions using a self-administered questionnaire. Perceptions of those highly exposed to lean practices were compared against the perceptions of those with low exposure. A significant difference, in the perceptions of those who had high exposures to lean practices as compared to those with low exposures pertaining to the internal supply chain performances, was found. The perceptions obtained proved useful as empirical studies showed negative implications such as the deteriorations in employee emotions, attitudes, behaviors, commitments and turnovers. Moreover, the perceptions of the employees and the employers also did not match. Useful recommendations have been put forth which could be used for improving the internal supply chain performances of other organizations. The recommendations encompass areas such as resource allocations, mind-set changes, trainings, personnel and lean practice implementation strategies.

Development of a lean assessment tool and measuring the effect of culture from employee perception

“…In contrast to critical studies on Lean, Oon (2013) studied worker perception in a Japaneseowned company operating outside of Japan and found that employees who had training and exposure to Lean Principles view internal performance more favorably than employees who had not been trained in or exposed to the Lean Principles. The difference between these findings and previous studies suggests that how Lean is implemented affects how it is viewed by employees.…”

“…Multiple researchers have made the point that a company is only as "Lean" as their employees perceive them to be (Jayamaha et al, 2014;Losonci et al, 2011;Oon, 2013;Shadur et al, 1995;Shetty, 2011). If employees believe that Lean characteristics are not present in the organization it would suggest that a culture of continuous improvement and respect for people has not been established (Shetty, 2011).…”

An improved lean assessment based on employee perception

“…Research suggests that it would be difficult to adopt lean without understanding the employee perspective, and a manufacturing organization is only as lean as its employees perceive it to be (Losonci et al , 2011; Oon, 2013; Lodgaard et al , 2016; Shadur et al , 1995; Jayamaha et al , 2014; Shetty, 2011; Loyd, 2018). At a Hungarian auto parts plant, Losonci et al (2011) found that the employee's beliefs, commitment to company, communication and work method were main contributors to lean.…”

“…At a Hungarian auto parts plant, Losonci et al (2011) found that the employee's beliefs, commitment to company, communication and work method were main contributors to lean. Oon (2013) conducted a survey to study employee perception at a semiconductor company in Malaysia and found differences between workers with significant exposure to lean principles and those without. Lodgaard et al (2016) conducted a two-year study in a Norway manufacturing company and found differences in perception of barriers to continuous improvement between hierarchical levels of employees.…”