Advertisement

Lean Practices for Product and Process Improvement: Involvement and Knowledge Capture

  • Jannis J. Angelis
  • Bruno Fernandes
Part of the IFIP — The International Federation for Information Processing book series (IFIPAICT, volume 246)

Abstract

Innovation is key source of a company’s competitiveness in the knowledge economy, and continuous improvement is a key element of such corporate pursuit. Lean production is a globally competitive standard for product assembly of discreet parts. Successful Lean application is conditioned by an evolutionary problem-solving ability of the rank and file. Such ability is in itself contingent on employee involvement in improvement programs and the implementation of appropriate practices. But the challenge of operating innovative Lean systems lacks statistically valid guidance. This empirical study is based on 294 worker responses from twelve manufacturing sites in four Brazilian industry sectors. It identifies particular practices that impact employee participation in change or improvement activities and their performance outcomes.

Keywords

Lean Operations continuous improvement worker involvement 

References

  1. 1.
    G. Hulta, G., Hurleyb, R. and Knight, R., Innovativeness, Industrial Marketing Management, 33, 429–438 (2004).CrossRefGoogle Scholar
  2. 2.
    R. Cooper, From Experience: the invisible success factors in product innovation, Journal of Product Innovation Management”, 16, 115–133 (1999).CrossRefGoogle Scholar
  3. 3.
    C. Wu and C. Chen, An integrated structural model towards successful continuous improvement activity, Technovation, 20, 1–11 (2005).MATHGoogle Scholar
  4. 4.
    M. Imai, Kaizen: the Key to Japan’s Competitive Success (Random House, NY, 1986).Google Scholar
  5. 5.
    C. Berling, Continuous improvement as seen from groups and improvement agents, Total Quality Management, 11(4–6), 484–489 (2000).Google Scholar
  6. 6.
    A. Brunet and S. New, Kaizen in Japan, International Journal of Operations and Production Management, 23(12), 1426–1446 (2003).CrossRefGoogle Scholar
  7. 7.
    J. Bessant and S. Caffyn, High involvement innovation through continuous improvement, International Journal of Technology Management, 14(1), 7–28 (1997)CrossRefGoogle Scholar
  8. 8.
    R. Delbridge and H. Barton, Organizing for continuous improvement, International Journal of Operations and Production Management, 22(6), 680–692 (2002).CrossRefGoogle Scholar
  9. 9.
    P. Lillrank and N. Kano, Continuous Improvement, Center for Japanese Studies, University of Michigan, Ann Arbor, MI. (1989).Google Scholar
  10. 10.
    N. Bhuiyan and A. Baghel, An overview of continuous improvement, Management Decision, 43(5), 761–771 (2005).CrossRefGoogle Scholar
  11. 11.
    C. Forza, Work organization in lean production and traditional plants, International Journal of Operations and Production Management, 16(2), 42–62 (1996).CrossRefGoogle Scholar
  12. 12.
    S. Kamata, Japan in the Passing Lane (Allen and Unwin, London, 1983).Google Scholar
  13. 13.
    C. Berggren, Lean production, Work, Employment and Society, 7, 163–188 (1993).Google Scholar
  14. 14.
    R. Conti, J. J. Angelis, C. Cooper, B. Faragher and C.Gill, Lean production implementation and worker job stress, International Journal of Operations and Production Management, 26(9), 1013–1038 (2006).CrossRefGoogle Scholar
  15. 15.
    J J. Angelis, R. Conti, C. Cooper and C. Gill, Building a high commitment lean production culture, Working Paper, Institute for Manufacturing, University of Cambridge (2006).Google Scholar
  16. 16.
    H. Lauder, Innovation, skill diffusion, and social exclusion in P. Brown, A. Green and H. Lauder (eds.) High Skills (Oxford University Press, Oxford, 2001), pp. 161–203.Google Scholar
  17. 17.
    J. Womack, D. Jones and D. Roos, D. The machine that changed the world (New York: Rawson Associates, 1990).Google Scholar
  18. 18.
    R. Delbridge and P. Turnbull, Human resource maximisation, in P. Blyton and P. Turnbull (eds), Reassessing Human Resource Management (Sage, Newbury Park, 1992).Google Scholar
  19. 19.
    R. Bruno and L. Jordan, Lean production and the discourse of dissent, Working USA, 6(1), 108–134(2002).CrossRefGoogle Scholar
  20. 20.
    M. Bertin, A view of quality trends in South America in the twenty-first century, The TQM Magazine, 11(6), 409–413 (1999).CrossRefGoogle Scholar
  21. 21.
    A. Fleury, The changing pattern of operations management in developing countries, International Journal of Operations and Production Management, 19(5/6), 552–564 (1999).CrossRefGoogle Scholar
  22. 22.
    B. Flores, F. Burgos and A. Marcias, Manufacturing practices in Mexico, in D. Whybark and G. Vastag (Eds), Global Manufacturing Practices, (Elsevier, Amsterdam, 1993).Google Scholar
  23. 23.
    A. Kovacevic, C. Lopez and C. Whybark, Manufacturing practices in Chile, in D. Whybark and G. Vastag (Eds), Global Manufacturing Practices (Elsevier, Amsterdam, 1993).Google Scholar
  24. 24.
    A. Chikan and K. Demeter, Manufacturing strategies in Hungarian industry, International Journal of Operations and Production Management, 15(11), 5–19 (1995).MATHCrossRefGoogle Scholar
  25. 25.
    A. Fleury and M. Fleury, Competitive strategies and core competencies, Integrated Manufacturing Systems, 14(1), 16–25 (2003).CrossRefGoogle Scholar
  26. 26.
    L. Carpinetti, F. Santos and M. GonÇalves, Human resources and total quality management, The TQM Magazine, 10(2), 109–114 (1998).CrossRefGoogle Scholar
  27. 27.
    C. Lemos, Innovation and industrial policies for small firms in Brazil, 4th International Conference on Technology Policy and Innovation, Curitiba, 28–31 August (2000).Google Scholar
  28. 28.
    J. Humphrey, Japanese production management and labour relations in Brazil, Journal of Development Studies, 30(1), 92–114 (1993).CrossRefGoogle Scholar
  29. 29.
    T. Wallace, Innovation and hybridization, International Journal of Operations and Production Management, 24(8), 801–819 (2004).CrossRefGoogle Scholar
  30. 30.
    S. Pires, New productive systems in the auto industry, GERPISA 11th colloquium, Palais de Luxembourg, Paris, June 7–9 (2001).Google Scholar
  31. 31.
    R. Conti and C. Gill, Hypothesis creation and modelling in studies, International Journal of Employment Studies, 6(1), 149–173 (1998).Google Scholar
  32. 32.
    N. Becheikh, R. Landry and N. Amara, Lessons from innovation empirical studies in the manufacturing sector, Technovation, 10, 1–21 (2005).Google Scholar
  33. 33.
    J. Linder, S. Jarvenpaa, and T. Davenport, Toward an innovation sourcing strategy, MIT Sloan Management Review, summer, 43–49 (2003).Google Scholar
  34. 34.
    J. Michie, and M. Sheehan, Labour market deregulation, ‘flexibility’ and innovation, Cambridge Journal of Economics, 27(1), 123–143 (2003).CrossRefGoogle Scholar
  35. 35.
    M. Flor and M. Oltra, Identification of innovating firms through technological innovation indicators, Research Policy, 33, 323–336 (2004).CrossRefGoogle Scholar
  36. 36.
    T. Powell, Total quality management as competitive advantage, Strategic Management Journal, 16, 15–37 (1995).CrossRefGoogle Scholar
  37. 37.
    C. Cook and R. Campbell, Quasi-Experimentation (Houghton and Mifflin, Boston, 1979).Google Scholar
  38. 38.
    R. Fullerton, C. McWatters and C. Fawson, An examination of the relationships between JIT and financial performance, Journal of Operations Management, 21, 383–404(2003).CrossRefGoogle Scholar
  39. 39.
    D. Buchanan, Cellular manufacturing and the role of teams, in J. Storey (ed), New Wave Manufacturing Strategy (Paul Chapman, London, 1994).Google Scholar
  40. 40.
    E. Martinez-Ros, Explaining the decisions to carry out product and process innovations, The Journal of High Technology Management Research, 10(2), 223–242 (1999).CrossRefGoogle Scholar
  41. 41.
    D. Midgley, How can Australia improve?, Enterprising Nation, Canberra, AGPS (1995).Google Scholar
  42. 42.
    P. Adler, B. Goldoftas and D. Levine, Ergonomics, employee involvement, and the Toyota production System, Industrial & Labor Relations Review, 50(3), 416–435 (1997).CrossRefGoogle Scholar
  43. 43.
    A. Danford, Workers, unions and the high performance workplace, Work, Employment and Society, 17(3), 569–573 (2003).CrossRefGoogle Scholar
  44. 44.
    R. Conti and M. Warner, Technology, culture and craft, New Technology, Work and Employment, 12(2), 123–135 (1997).CrossRefGoogle Scholar
  45. 45.
    H. Shaiken, S. Lopez and I. Mankita, Two routes to team production: Saturn and Chrysler compared, Industrial Relations, 36, 17–46 (1997).CrossRefGoogle Scholar
  46. 46.
    E. Appelbaum, T. Bailey, P. Berg and A. Kalleberg, Manufacturing Advantage (Cornell University Press, Ithaca, 2000)Google Scholar
  47. 47.
    F. Pil and J. MacDuffie, The adoption of high-involvement work practices, Industrial Relations 35(3), 423–455(1996).Google Scholar

Copyright information

© International Federation for Information Processing 2007

Authors and Affiliations

  • Jannis J. Angelis
    • 1
  • Bruno Fernandes
    • 2
  1. 1.Warwick Business SchoolUniversity of WarwickCoventryUK
  2. 2.Centro Universitario PositivoCuritibaBrazil

Personalised recommendations