Abstract
Lean manufacturing system is a proven approach for success in manufacturing companies worldwide. However, several companies have failed in their attempt to implement this system. The transition to lean manufacturing system requires a radical change which involves a total reshaping of purpose, system, and work culture. This paper develops a framework that may assist manufacturing companies to implement lean manufacturing system. This study has employed explanatory mixed method approach, which begins with survey distribution and is followed by in-depth interviews at Malaysian automotive companies to further refine the general picture attained from the survey. Both quantitative and qualitative results show that the key factors to managing a smooth transition to lean manufacturing are: change readiness, leadership and management, the change-agent system, team development and empowerment, communication, and the review system. The results also serve as the basis for developing organizational change that aids the framework implementation for lean manufacturing system. This framework has strong theoretical significance because of its explicit focus on the relationship between lean manufacturing and the management of its implementation. This framework may also provide practitioners with a better understanding of the transition process to lean manufacturing, which will minimize potential resistance and conflicts and thus improve the system's chances of success. Failure to recognize the organizational changes towards lean manufacturing system may hinder the system's long-term benefits to organization.
| Original language | English |
|---|---|
| Pages (from-to) | 309-320 |
| Number of pages | 12 |
| Journal | International Journal of Supply Chain Management |
| Volume | 6 |
| Issue number | 3 |
| Publication status | Published - 1 Feb 2017 |
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Keywords
- Automotive industry
- Framework development
- Lean manufacturing
- Mixed method research
- Organizational change
ASJC Scopus subject areas
- Management Information Systems
- Information Systems
- Information Systems and Management
Cite this
Organisational change framework for lean manufacturing implementation. / Nordin, Norani; Md Deros, Baba.
In: International Journal of Supply Chain Management, Vol. 6, No. 3, 01.02.2017, p. 309-320.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Organisational change framework for lean manufacturing implementation
AU - Nordin, Norani
AU - Md Deros, Baba
PY - 2017/2/1
Y1 - 2017/2/1
N2 - Lean manufacturing system is a proven approach for success in manufacturing companies worldwide. However, several companies have failed in their attempt to implement this system. The transition to lean manufacturing system requires a radical change which involves a total reshaping of purpose, system, and work culture. This paper develops a framework that may assist manufacturing companies to implement lean manufacturing system. This study has employed explanatory mixed method approach, which begins with survey distribution and is followed by in-depth interviews at Malaysian automotive companies to further refine the general picture attained from the survey. Both quantitative and qualitative results show that the key factors to managing a smooth transition to lean manufacturing are: change readiness, leadership and management, the change-agent system, team development and empowerment, communication, and the review system. The results also serve as the basis for developing organizational change that aids the framework implementation for lean manufacturing system. This framework has strong theoretical significance because of its explicit focus on the relationship between lean manufacturing and the management of its implementation. This framework may also provide practitioners with a better understanding of the transition process to lean manufacturing, which will minimize potential resistance and conflicts and thus improve the system's chances of success. Failure to recognize the organizational changes towards lean manufacturing system may hinder the system's long-term benefits to organization.
AB - Lean manufacturing system is a proven approach for success in manufacturing companies worldwide. However, several companies have failed in their attempt to implement this system. The transition to lean manufacturing system requires a radical change which involves a total reshaping of purpose, system, and work culture. This paper develops a framework that may assist manufacturing companies to implement lean manufacturing system. This study has employed explanatory mixed method approach, which begins with survey distribution and is followed by in-depth interviews at Malaysian automotive companies to further refine the general picture attained from the survey. Both quantitative and qualitative results show that the key factors to managing a smooth transition to lean manufacturing are: change readiness, leadership and management, the change-agent system, team development and empowerment, communication, and the review system. The results also serve as the basis for developing organizational change that aids the framework implementation for lean manufacturing system. This framework has strong theoretical significance because of its explicit focus on the relationship between lean manufacturing and the management of its implementation. This framework may also provide practitioners with a better understanding of the transition process to lean manufacturing, which will minimize potential resistance and conflicts and thus improve the system's chances of success. Failure to recognize the organizational changes towards lean manufacturing system may hinder the system's long-term benefits to organization.
KW - Automotive industry
KW - Framework development
KW - Lean manufacturing
KW - Mixed method research
KW - Organizational change
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UR - http://www.scopus.com/inward/citedby.url?scp=85030563330&partnerID=8YFLogxK
M3 - Article
VL - 6
SP - 309
EP - 320
JO - International Journal of Supply Chain Management
JF - International Journal of Supply Chain Management
SN - 2051-3771
IS - 3
ER -