An improved lean assessment based on employee perception

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhengyin Huang ◽  
Gregory Harris ◽  
Nicholas Loyd
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Performance Metrics ◽  
Assessment Instrument ◽  
Equation Modeling ◽  
Toyota Production System ◽  
Employee Perception ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Assessment

PurposeThe Toyota Production System has been studied for its business success for several decades. Many companies have tried to imitate but have not achieved Toyota-like results. Failure in the ability to replicate Toyota's supportive culture has been suggested as a cause for the lack of success. Studies on lean implementation have been conducted from external views focusing on visible indicators, but few seek the employee's perception of lean initiatives. The authors propose a Toyota Production System – Toyota Way (TPS-TW) model approach using employee perception and quantitative performance metrics.Design/methodology/approachThis research represents an improvement of a lean assessment instrument using quantifiable performance metrics for validation and testing it in the Chinese automotive industry. A survey was developed and executed in the Chinese automotive industry with participants involved with lean implementation. Experts helped examine the content validity, and reliability analysis was used to study the structure of the assessment instrument and evaluate internal consistency. Confirmatory factor analysis and structured equation modeling were used to test the construct validity. Finally, survey results and actual performance were analyzed.FindingsThe results of this research validated the TPS-TW model and assessment instrument in the Chinese automotive industry.Originality/valueThis research validates an employee perception survey that can be utilized by organizations to understand the state of their lean implementation. The research supports the use of employee perception to reflect the reality of a lean initiative and proves the TPS-TW model is an effective theoretical framework for assessment.

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

2020 ◽  
Vol 31 (7) ◽  
pp. 1439-1456 ◽  
Author(s):  
Nicholas Loyd ◽  
Gregory Harris ◽  
Sampson Gholston ◽  
David Berkowitz
Keyword(s):  
Production System ◽  
Structural Equation ◽  
Assessment Tool ◽  
Lean Production ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Toyota Production System ◽  
Employee Perception ◽  
Content Type ◽  
Lean Assessment

PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.FindingsThe results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.Originality/valueThis research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.

Lean production, Toyota Production System and Kaizen philosophy

2018 ◽  
Vol 30 (4) ◽  
pp. 425-438 ◽  
Author(s):  
Andrea Chiarini ◽  
Claudio Baccarani ◽  
Vittorio Mascherpa
Keyword(s):  
Production System ◽  
Zen Buddhism ◽  
Management Style ◽  
Japanese Culture ◽  
Just In Time ◽  
Toyota Production System ◽  
Lean Implementation ◽  
Content Type ◽  
Lessons Learnt ◽  
Soto Zen

Purpose The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures. Design/methodology/approach The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis. Findings The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork. Research limitations/implications Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized. Practical implications The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures. Originality/value This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.

Green and lean implementation: an assessment in the automotive industry

2017 ◽  
Vol 8 (1) ◽  
pp. 65-88 ◽  
Author(s):  
Susana Duarte ◽  
V. Cruz Machado
Keyword(s):  
Supply Chain ◽  
Conceptual Framework ◽  
Automotive Industry ◽  
Research Work ◽  
Assessment Framework ◽  
Scoring Method ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Assessment

Purpose The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain. Design/methodology/approach A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework. Findings The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework. Research limitations/implications The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors. Practical implications The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives. Originality/value To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.

scholarly journals Quantifying the relationship between lean maturity and occupational health and safety

2020 ◽  
Vol 11 (1) ◽  
pp. 150-170 ◽  
Author(s):  
Seyed Sajad Mousavi ◽  
Reza Khani Jazani ◽  
Elizabeth A. Cudney ◽  
Paolo Trucco
Keyword(s):  
Occupational Health ◽  
Health And Safety ◽  
Occupational Health And Safety ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Leading Indicators ◽  
Lean Implementation ◽  
Content Type ◽  
Mediating Factors ◽  
The Impact

Purpose This study aims to quantify the multifaceted relationship between lean implementation and occupational health and safety (OHS) performance. Hypotheses based on a set of antecedents (mediating factors) are built and quantitatively tested. Design/methodology/approach Data were collected through an international survey with responses from more than 20 countries. Partial least square-based structural equation modeling was used to test a theoretical framework derived from literature. Leading indicators (formative indices) were used to evaluate the four antecedents of OHS performance (mediating factors). Findings All the identified antecedents show a significant mediating role. Antecedents related to the working environment and organizational factors have the strongest mediating effect. Results support the importance of using OHS leading indicators to appropriately measure the impact of lean implementation on workers’ health and safety. Research limitations/implications The proposed OHS leading indicators connecting lean practices to OHS performance antecedents are only explored in this study. Therefore, to establish a comprehensive, validated and practically usable set of leading indicators, further research is needed. Practical implications As there are some synergistic and trade-off relationships between lean and safety, the findings of this study will enable managers and organizations to leverage the positive effects of lean implementation on workers’ health and safety and mitigate the negative effects. Originality/value Several prior studies investigated the multifaceted link between lean and OHS; however, this is the first study that tested direct and mediated influence by defining a coherent set of antecedents. The results justify and strongly support the adoption of OHS leading indicators to measure the impact of lean implementation on OHS performance.

A decade of health assessments in Appalachia

2017 ◽  
Vol 30 (4) ◽  
pp. 312-318
Author(s):  
E. Scott Sills ◽  
Xiang Li
Keyword(s):  
Emergency Services ◽  
Performance Metrics ◽  
Medical Center ◽  
Stroke Care ◽  
Assessment Instrument ◽  
Additional Stress ◽  
Process Of Care ◽  
Underserved Area ◽  
Content Type ◽  
Over Time

Purpose The purpose of this paper is to describe standardized clinical process of care and quality performance metrics at Roane Medical Center (RMC) and compare data from 2005 to 2015. Design/methodology/approach Information was extracted from a nationwide sample of short-term acute care hospitals using the Hospital Quality Alliance (HQA) database, evaluating multiple parameters measured at RMC. HQA data from RMC were matched against state and national benchmarks; findings were also compared with similar reports from the same facility in 2005. Findings Information collected by HQA expanded substantially in ten years and queried different parameters over time, thus exact comparisons between 2005 and 2015 cannot be easily calculated. Nevertheless, analysis of process of care data for 2015 placed RMC at or above state- and national-average performance in 64.9 percent (24 of 37) and 56.5 percent (26 of 46) categories, respectively. RMC registered superior process of care scores in heart failure care, pneumonia care, thrombus prevention and care, as well as stroke care. While RMC continues to perform favorably against state and national reference groups, the differences between RMC vs state and RMC vs national averages using current reporting metrics were both statistically smaller in 2015 compared to 2005 (p<0.05). Research limitations/implications Perhaps the most significant interval health event for the RMC service area since 2005 was a coal ash spill at the nearby Tennessee Valley Authority facility in December 2008. Although reports on environmental and health effects following one of the largest domestic industrial toxin releases reached a number of important conclusions, the consequences for RMC in terms of potential added clinical burden on emergency services and impact on chronic health conditions have not been specifically studied. This could explain data reported on emergency department services at RMC but additional research will be needed to establish causality. Practical implications While tracking of care processes at all US hospitals will be facilitated by refinements in HQA tools, longitudinal evaluations for any specific unit will be more meaningful if the assessment instrument undergoes limited change over time. Social implications Appalachia remains one of several regions in the USA often identified as medically underserved. Hospitals here have confronted the challenge of diminished reimbursement, high expenses, limited staffing and other financial hardships in a variety of ways. Since the last published report on RMC, a particularly severe global recession has placed additional stress on organizations offering crucial health services in the region. Originality/value As a follow-up study to track potential changes which have been registered in the decade 2005-2015, this is the first report to provide original, longitudinal analysis on RMC, an institution operating in a rural and underserved area.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

Exploring the key success factors of advanced manufacturing technology implementation in Indian manufacturing industry

2018 ◽  
Vol 29 (1) ◽  
pp. 25-40 ◽  
Author(s):  
Raman Kumar ◽  
Harwinder Singh ◽  
Rohit Chandel
Keyword(s):  
Production System ◽  
Latent Variable ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Success Factors ◽  
Manufacturing Technology ◽  
Equation Modeling ◽  
Advanced Manufacturing Technology ◽  
Advanced Manufacturing ◽  
Content Type

Purpose The purpose of this paper is twofold: first, to explore the relationship between success parameters and implementation of advanced manufacturing technology (AMT); and second, to examine the changes required in manufacturing system as a result of AMT implementation. Design/methodology/approach The first order confirmatory factor analysis was performed to validate the presence of observed variables on their respective latent variable. Structural equation modeling is used to test the considered eight hypotheses. Findings The finding indicates that all five success factors are positively related to the AMT implementation. The redesign in the production system and organization strategy is directly related to the AMT implementation. The notable finding is the AMT implementation has no direct impact on the redesign of human resource, but it has mediated impact through the production system. Research limitations/implications The originality and reliability of data collected for research purpose merely depends upon information and the accessible resources. Originality/value The outcome of the present work gives rise to meaningful implications for researchers and practitioners as well.

Does employee-perceived reputation contribute to citizenship behavior?

2014 ◽  
Vol 26 (4) ◽  
pp. 593-609 ◽  
Author(s):  
Hui Fu ◽  
Yaoqi Li ◽  
Yanhong Duan
Keyword(s):  
Organizational Commitment ◽  
Corporate Reputation ◽  
Structural Equation ◽  
Current Knowledge ◽  
Reputation Management ◽  
Equation Modeling ◽  
Citizenship Behaviors ◽  
Employee Perception ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this study is to propose and verify a research model that investigates the mediating role of organizational commitment on the relationship between hotel employee-perceived reputation and organizational citizenship behaviors (OCBs). Design/methodology/approach – Based on the data obtained from a sample of 323 hotel employees in China, the reliability, validity and hypothesized relationships in the model were tested through structural equation modeling using LISREL 8.70. Findings – Empirical results show that different dimensions of corporate reputation affect OCBs differently. Social responsibility reputation has both direct and indirect effects on OCBs, while there is no direct link between employee-treatment reputation and OCBs. The relationship between corporate reputation and OCBs is mediated by organizational commitment. Practical implications – Hotel managers should pay more attention to employee perception of the hotel’s reputation. Reputation management is as important as reputation building. Favorable perception of hotel’s reputation contributes to positive behavioral intentions. Originality/value – Most recent research has explored the relationship between corporate reputation and customer behaviors. However, few studies take employee perception of reputation into consideration. This study tried to fill this void. Also, this study contributes to the current knowledge of both the reputation literature and citizenship literature by exploring the mediation of organizational commitment on the relationship between employee-perceived reputation and citizenship behaviors through data obtained from Chinese hotels.

A fuzzy interpretive structural modeling approach for evaluating the factors affecting lean implementation in Indian healthcare industry

2019 ◽  
Vol 11 (2) ◽  
pp. 376-397 ◽  
Author(s):  
Puneeta Ajmera ◽  
Vineet Jain
Keyword(s):  
Healthcare Professionals ◽  
Structural Modeling ◽  
Healthcare Sector ◽  
Equation Modeling ◽  
Healthcare Industry ◽  
Interpretive Structural Modeling ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Principles ◽  
Factors Influencing

Purpose Lean concept is implemented in healthcare organizations, as it deals with improvement processes so that best services may be provided to the patients and competitive advantage may be achieved. The purpose of this paper is to evaluate the important factors which influence implementation of lean principles in the healthcare industry. Design/methodology/approach The factors influencing lean implementation in the healthcare industry have been determined through literature review and results of a survey where questionnaires were distributed among 325 healthcare professionals. Fuzzy Interpretive Structural Modeling (FISM) approach has been used to analyze the interrelationships among these factors. A FISM model has been developed to extract the key factors influencing lean implementation. Findings Results of the survey and model show that lean leadership, professional organizational culture and teamwork and interdepartmental cooperation are the top level factors. Clarity of organizational vision, communication of goals and results, follow up and evaluations are the factors with strong driving as well as strong dependence power. Even a slight action taken on these factors will have a significant impact on other factors. Practical implications The healthcare professionals and managers can acquire information from the drive power dependence matrix so that they can thoroughly understand the relative importance, interdependencies and relationships among these factors. The model will help in determining the hierarchy of various actions and activities which may be taken by the management for managing the factors that remarkably affect the lean management in hospitals. Social implications In this paper, only 15 variables appropriate for the Indian healthcare industry have been identified. The model developed in the present research has not been validated statistically which can be done by structural equation modeling (SEM). Originality/value Though there are various studies which depict that lean principles have been implemented successfully in various industries, there are few studies specifying the application of lean principles in healthcare sector in India. This paper is an attempt to identify various factors which are important for application of Lean concept in the healthcare sector.

Exploring the integration between Lean and the Theory of Constraints in Operations Management

2019 ◽  
Vol 10 (3) ◽  
pp. 718-742 ◽  
Author(s):  
Diego Augusto de Jesus Pacheco ◽  
Isaac Pergher ◽  
José Antônio Valle Antunes Junior ◽  
Guilherme Luís Roehe Vaccaro
Keyword(s):  
Operations Management ◽  
Production System ◽  
Performance Metrics ◽  
Production Systems ◽  
The Body ◽  
System Structure ◽  
Theory Of Constraints ◽  
Future Research ◽  
Production Environment ◽  
Content Type

Purpose The purpose of this study is to compare different models integrating the TOC and Lean approaches. Design/methodology/approach The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements. Findings The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other. Practical implications This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms. Originality/value This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.

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