Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

“…Other relevant studies outside US are Callen, Fader, and Krinsky (2000), Challis, Samson, and Lawson (2005), Matsui (2007) and Marin-Garcia and Bonavia (2015). Callen, Fader, and Krinsky (2000) performs a survey in 100 Canadian plants and conclude that JIT practices are associated with improved inventory performance and higher profitability.…”

“…Both authors also concluded that that JIT practices have a positive effect on performance. Marin-Garcia and Bonavia (2015) test the effect of employee involvement on LM, and the effect of LM on production outcomes in 101 ceramic tile plants in Spain. Relationships were found between empowerment, training, communication and LM, and between LM and performance.…”

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

“…As the analysis demonstrated, PM practices that actively encourage learning, such as employee involvement (Alagaraja and Egan 2013;Marin-Garcia and Bonavia 2015), employee empowerment (Scherrer-Rathje, Boyle, and Deflorin 2009) and collaborative design (Jayaram, Vickery, and Droge 2008), integrate the diverse aspects of managing performance into the organisational capabilities of the LMOs. Many of these are supported by an organisation-wide culture of performance improvement.…”

“…This is tightly linked with the notion of 'commitment' , as deutero-learning requires a number of supporting practices, such as employees' active involvement in and contribution to an atmosphere of collaboration and improvement (Doolen and Hacker 2005;Towill 2007; Scherrer-Rathje, Boyle, and Deflorin 2009; Moyano-Fuentes and Sacristan-Diaz 2012; Panizzolo et al 2012;Alagaraja and Egan 2013;Lyons et al 2013;Bhamu and Sangwan 2014;Marin-Garcia and Bonavia 2015). Making tactical and strategic goals transparent and giving employees autonomy for making decisions that promote lean thinking are also practices that support organisational learning and that have been shown to contribute to long-term sustainability (Scherrer-Rathje, Boyle, and Deflorin 2009).…”

Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation

“…The quality practices enabling LM implementation are 5S concept (Mahapatra & Mohanty, 2007;Salem et al, 2016), Quality Circles (Jasti & Kodali, 2015;Karlsson & Åhlström, 1996, Marin-Garcia & Bonavia, 2015, Jidoka (Gupta & Jain, 2013;Liker & Morgan, 2006), PDCA (plan-do-check-act) cycle (Begam et al, 2013;Salem et al, 2016;Wong et al, 2009) and Kaikaku or instant revolution (Bhasin, 2012;Bhasin & Burcher, 2006]. TQM, Kaizen, SPC, process capability, quality tools and quality governance may all be considered under the umbrella of Quality Governance.…”