The effect of organizational culture on implementing and sustaining lean processes

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean processes. The lack of conceptual development is one of the motivations for this study. Do organizational cultural variations correlate with the success and effectiveness of lean processes? What organizational infrastructures are required for effective lean implementation and continuation? The paper aims to discuss these issues. Design/methodology/approach -Examining literature in the area of lean production and lean management, the authors sought current literature at the intersection of organizational culture and lean processes, particularly implementation and sustainability, but found little relating to the topic. Therefore, using the Competing Values Framework taxonomy, the authors examine this intersection, relying on related research in the areas. Findings -In this paper, a brief discussion of lean processes in relation to organizational culture leads to propositions that identify the various cultural dimensions and their purported effect on lean implementation and sustainability. A model of this interaction is developed. Those quadrants of the Competing Values Framework that might be useful in developing research directions for the future are identified. Research limitations/implications -Future research directions include the measurement of organizational culture in firms that have implemented lean processes. This would be a step toward looking at the effect that the different quadrants in the Competing Values Framework have on various elements of lean efforts. This would take a significant amount of work, because the manufacturing industry, the leader in implementing and sustaining lean processes, may have institutionalized particular organizational cultures. It would be an interesting step forward in the understanding of how lean processes are operationalized across different firms and industries. However, there are multiple ways to examine culture; the authors believe this method allows the capture of the entire spectrum. Practical implications -Knowing which dimensions influence lean effec...

Toyota production system - one example to shipbuilding industry

“…Receiving materials in time to be processed is important to minimize or eliminate the stocks in the production process. Receiving the products with assured quality from the supply chain will require that quality control is performed inside the supplier's plant so that the manufacturing system does not stop at the shipyard (CHAVEZ, et al, 2013;BONNEY;JABER, 2013;DIBIA;DHAKAL;ONUH, 2014;PANWAR;JAIN;RATHORE, 2015;BALL, 2015;PAKDIL;LEONARD, 2015;MUND;PIETERSE;CAMERON, 2015;CHAY, et al, 2015;HU, et al, 2015;BIRKIE, 2016;VENTO, et al, 2016;ALI;DEIF, 2016;NARAYANAMURTHY;GURUMURTHY, 2016;CHEN;SU;RO, 2017;KAMALAHMADI;PARAST, 2017;MOHAMMADDUST, et al, 2017).…”

“…ijmp.jor.br v. 8, n. 3, July -September 2017ISSN: 2236AGARWAL, 2015;BALL, 2015;PAKDIL;LEONARD, 2015;MUND;PIETERSE;CAMERON, 2015;CHAY, et al, 2015;HU, et al, 2015;WICKRAMASINGHE;WICKRAMASINGHE, 2016;BIRKIE, 2016;ALI;DEIF, 2016;NARAYANAMURTHY;GURUMURTHY, 2016;CHEN;SU;RO, 2017;KAMALAHMADI;PARAST, 2017;MOHAMMADDUST, et al, 2017).…”

“…Lean manufacturing is as a set of practices focused on reduction of wastes and non-value added activities from a firm's manufacturing operations (YANG, et al 2011;BROWN;SCHMITT;SCHONBERGER, 2015;HASLE, et al 2012;KUULA;PUTKIRANTA;TOIVANEN, 2012, BENNET;KLUNG, 2012;CHAVEZ, et al, 2013;HENDRY;HUANG;STEVENSON, 2013;BONNEY;JABER, 2013;DIBIA;DHAKAL;ONUH, 2014;THANKI;THAKKAR, 2014;PANWAR;JAIN, RATHORE, 2015;MARODIN;SAURIN, 2015;BR KUMAR;SHARMA;AGARWAL, 2015;BALL, 2015;PAKDIL;LEONARD, 2015;MUND;PIETERSE;CAMERON, 2015;CHAY, et al, 2015;HU, et al, 2015;WICKRAMASINGHE;WICKRAMASINGHE, 2016;BIRKIE, 2016;VENTO, et al, 2016;ALI;DEIF, 2016;NARAYANAMURTHY;GURUMURTHY, 2016;MOHAMMADDUST, et al, 2017).…”

“…So, an action plan may be strategically placed to eliminate or minimize them aiming to not to interrupt production. With the elimination of batch production and the insertion of a lean flow, reducing inventory, an essential factor that will be easily noticed is the quality of manufactured products, as problems related to quality will be easily detected and require quick, efficient and effective solution (VRIES, 2013;HASLE, et al 2012;SILVEIRA;SNIDER;BALAKRISHNAN, 2013;CHAVEZ, et al, 2013;DIBIA;DHAKAL;ONUH, 2014;THANKI;THAKKAR, 2014;PANWAR;JAIN;RATHORE, 2015;MARODIN;SAURIN, 2015;BR KUMAR;SHARMA;AGARWAL, 2015;BALL, 2015;PAKDIL;LEONARD, 2015;MUND;PIETERSE;CAMERON, 2015;CHAY, et al, 2015;HU, et al, 2015;BIRKIE, 2016;VENTO, et …”

“…Get output with high productivity will require that this concept is widespread in every stage of the production process. The industrial layout should be efficient and provide operational efficiency by eliminating most unnecessary transport and reducing the operation time in the shipyard (SILVEIRA; SNIDER; BALAKRISHNAN, 2013;CHAVEZ, et al, 2013;DIBIA;DHAKAL;ONUH, 2014;THANKI;THAKKAR, 2014;PANWAR;JAIN;RATHORE, 2015;MARODIN;SAURIN, 2015;EL-KHALIL, 2015;BR KUMAR;SHARMA;AGARWAL, 2015;BALL, 2015;PAKDIL;LEONARD, 2015;MUND;PIETERSE;CAMERON, 2015;CHAY, et al, 2015;HU, et al, 2015;BIRKIE, 2016;VENTO, et al, 2016;ALI;DEIF, 2016;NARAYANAMURTHY;GURUMURTHY, 2016;MOHAMMADDUST, et al, 2017).…”