Work organisation practices for lean production

Olivella, Jordi; Cuatrecasas, Lluís; Gavilan, Nestor

doi:10.1108/17410380810898750

Cited by 89 publications

(79 citation statements)

References 65 publications

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“…Research has shown the positive effect of teams such as improvement in productivity (Fullerton & Wempe, 2009), communication (Bhupathiraju 2008) and generation ideas (Hashim, 2005;Duhe, 2008). Teams encourage participation in improvements through systems for workers suggestions (Olivella et al, 2008). This study concurs with such views and though difficult to generalize it shows that employees in teams with high exposure to lean practices are even more positively inclined in their perception of the effect of teams on internal supply chain performance compared to those with low exposure.…”

Section: International Journal Of Academic Research In Business and Ssupporting

confidence: 73%

“…Organizations become flatter as described by Patrickson (1994) and Worley (2004). By a flatter organization it is expected that communication flow would improve in term of accuracy and speed (Heizer & Render, 2001;Alavi, 2003;Olivella et al, 2008). The result of the survey shows that those with high exposure to lean practices have a higher mean in terms of their perception on internal supply chain performance compared to those with low exposure.…”

Section: Does Lean Organizational Structure Practiced Have a Significmentioning

confidence: 65%

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Perception on Lean Practices in a Lean Implementation

Oon¹

2013

IJARBSS

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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.

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Section: International Journal Of Academic Research In Business and Ssupporting

confidence: 73%

Section: Does Lean Organizational Structure Practiced Have a Significmentioning

confidence: 65%

Perception on Lean Practices in a Lean Implementation

Oon¹

2013

IJARBSS

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“…And they set out on an endless quest to eliminate waste -of both human and non-human resources -in an effort to continuously improve quality and day-to-day operations known as Kaizen. In the 1990s, as new markets were opening up and competition was increasing, Japanese companies rose above the fray (Benders and Van Hootegem, 2000;Olivella et al, 2008;de Treville and Antonakis, 2006). When they opened plants in the USA and elsewhere to circumvent protectionist measures, they asserted their organisational supremacy by demonstrating that it was not predicated on the Japanese culture of work.…”

Section: Teamwork Typologymentioning

confidence: 99%

“…And though the team has some work coordination and monitoring responsibilities, they are carried out by the management-appointed team leader, who wields substantial power. Democracy is therefore virtually non-existent within teams, and the team leader and team members have a purely hierarchical relationship (Benders and van Hootegem, 1999;Olivella et al, 2008;Womack et al, 1990).…”

Section: Teamwork Typologymentioning

confidence: 99%

Workplace innovation and social innovation: an introduction

Howaldt

Oeij

Dhondt

et al. 2016

WREMSD

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“…Pil and McDuffie (1996), identified certain high-involvement work practices with an impact on lean, such as job rotation, suggestion programs and decentralization of quality efforts. Olivella et al (2008), supported that continuous training and learning, standardization, compensation and rewards affect the success of lean. And, Worley and Doolen (2006), recognized that many work factors, such as management support and organizational communication could also drive lean, either to success, or failure.…”

Section: Introductionmentioning

confidence: 99%

An empirical investigation of workplace factors affecting lean performance

Vlachos

Siachou

2018

IJPPM

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Purpose The purpose of this paper is to identify workplace factors with an impact on lean performance (LP). This can lead to better LP outcomes, thus facilitating organizations to smoothly move from the conventional to lean management. Design/methodology/approach The direct effects of training, knowledge acquisition and organizational culture are empirically investigated using data from 126 managers employed at a global company, which recently has improved its LP. Study’s hypotheses were analyzed with hierarchical regression models. Findings The findings suggest that not all of the aforementioned workplace factors holistically affect LP. Only organizational culture is associated to the four LP variables (i.e. continuous improvement, waste, ergonomy and product quality). Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, has significant yet negative impact on both continuous improvement and ergonomy. Even more, when training is combined with knowledge acquisition the results are different. Originality/value As this study highlights the impact of workplace practices on LP, attributes mainly importance to the distinct effects that each of the aforementioned factors has on the four distinct LP variables. Although the study results reflect a particular case, its recommendations could facilitate practitioners to achieve better lean outcomes.

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Work organisation practices for lean production

Cited by 89 publications

References 65 publications

Perception on Lean Practices in a Lean Implementation

Perception on Lean Practices in a Lean Implementation

Workplace innovation and social innovation: an introduction

An empirical investigation of workplace factors affecting lean performance

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