Advertisement

Effect of Lean Manufacturing Practices on Non-financial Performance Results: Empirical Study in Spanish Sheltered Work Centers

  • Juan A. Marin-Garcia
  • Paula Carneiro
  • Cristóbal Miralles
Conference paper

Abstract

Lean Manufacturings effect on companies non-financial indicators of has been studied as a whole, without isolating the specific effects of each of the sub-scales of Lean Production. The aim of this paper is to contribute to filling this gap by analyzing data from Spanish sheltered work centers (n 92), after confirming that Lean Production in this sector does not appear to be well explained by second-order factors. The results seem to confirm that 13 of the 20 sub-scales analyzed have a positive effect on the performance results, although only six of these sub-scales (short set-up times, management involvement in continuous improvement, training, teamwork, communication and client relationships) had sufficient effect to be statistically significant. Each of these sub-scales individually explains between 4% and 13% of the variance in performances.

Keywords

Human Resource Management Supply Chain Management Performance Scale Total Quality Management Statistical Process Control 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Notes

Acknowledgments

This work has been developed with finance from project PAID-06-09-2850 from Universitat Politècnica de València.

References

  1. Ahmad S, Schroeder RG, Sinha KK (2003) The role of infrastructure practices in the effectiveness of JIT practices: implications for plant competitiveness. Journal of Engineering and Technology Management 20: 161–191.CrossRefGoogle Scholar
  2. Anand G, Kodali R (2009) Selection of lean manufacturing systems using the analytic network process - a case study. Journal of Manufacturing Technology Management 20: 258–289.CrossRefGoogle Scholar
  3. Antoni C (1996) Lean production in europe: a matter of technical adjustment or cultural change? Applied Psychology 45: 139–152.CrossRefGoogle Scholar
  4. Avella L, Fernandez E, Vazquez CJ (2001) Analysis of manufacturing strategy as an explanatory factor of competitiveness in the large Spanish industrial firm. International Journal of Production Economics 72: 139–157.CrossRefGoogle Scholar
  5. Bañegil T (1993) El sistema JIT y la flexibilidad de la producción. Pirámide, MadridGoogle Scholar
  6. Banker RD, Bardhan IR, Chang HH, Lin S (2006) Plant information systems, manufacturing capabilities, and plant performance. Mis Quarterly 30: 315–337.Google Scholar
  7. Barnes C, Mercer G (2005) Disability, work, and welfare: challenging the social exclusion of disabled people. Work, Employment and Society 19: 527–545.CrossRefGoogle Scholar
  8. Bentler PM (2002) EQS 6 Structural Equations Program Manual. Multivariate Software, Inc., Encino, CAGoogle Scholar
  9. Birdi K, Clegg C, Patterson M, Robinson A, Stride CB, Wall TD, Wood SJ (2008) The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology 61: 467–501.CrossRefGoogle Scholar
  10. Bonavia T, Marin-Garcia JA (2006) An empirical study of lean production in ceramic tile industries in Spain. International Journal of Operations and Production Management 26: 505–531.CrossRefGoogle Scholar
  11. Bonavia T, Marin-Garcia JA (2007) Grado de uso y resultados de la producción ajustada en las empresas de pavimentos y revestimientos cerámicos. Revista Europea de Dirección y Economía de la Empresa 16: 39–54.Google Scholar
  12. Boxall P, Macky K (2009) Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal 19: 3–23.CrossRefGoogle Scholar
  13. Callen JL, Morel M, Fader C (2005) Productivity measurement and the relationship between plant performance and JIT intensity. Contemporary Accounting Research 22: 271–309.CrossRefGoogle Scholar
  14. Callen J, Fader C, Kirnksky I (2000) Just-in-time: A cross-sectional plant analysis. International Journal o Production Economics 277–301.Google Scholar
  15. Carretero Díaz LE, Delgado Estirado LM (2000) Estrategia logística interna en un contexto de producción ajustada. Aplicación al sector de componentes de automoción en España. Economía industrial 73–85.Google Scholar
  16. Challis D, Samson D, Lawson B (2005) Impact of technological, organizational and human resource investments on employee and manufacturing performance: Australian and New Zealand evidence. International Journal of Production Research 43: 81–107.CrossRefGoogle Scholar
  17. Cua K, McKone K, Schroeder RG (2001) Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management 19: 675–694.CrossRefGoogle Scholar
  18. Dabhilkar M,.Ahlstrom P (2007) The Impact of Lean Production Practices and Continuous Improvement Behavior on Plant Operating Perfomance. In 8th International CINet Conference.Google Scholar
  19. Dabhilkar M, Bengtsson L (2007) Continuous improvement capability in the Swedish engineering industry. International Journal of Technology Management 37: 272–289.CrossRefGoogle Scholar
  20. Dankbaar B (1997) Lean Production: Denial, Confirmation or Extension of sociotechnical Systems Design? Human relations 50: 567–583.Google Scholar
  21. Delbridge R, Lowe J, Oliver N (2000) Shopfloor responsibilities under lean teamworking. Human relations 53: 1459–1479.Google Scholar
  22. deSarbo W, Di Benedetto A, Song M, Bloch HV (2007) A heterogeneous resource based view for exploring relationships between firm performance and capabilities. Journal of modelling in management 2: 103–130.CrossRefGoogle Scholar
  23. Devaraj S, Hollingworth DG, Schroeder RG (2004) Generic manufacturing strategies and plant performance. Journal of Operations Management 22: 313–333.CrossRefGoogle Scholar
  24. Diaz MS, Gil MJA, Machuca JAD (2005) Performance measurement systems, competitive priorities, and advanced manufacturing technology - Some evidence from the aeronautical sector. International Journal of Operations and Production Management 25: 781–799.CrossRefGoogle Scholar
  25. Doolen TL, Hacker ME (2005) A Review of Lean Assessment in Organizations: An Exploratory Study of Lean Practices by Electronics Manufacturers. International Journal of Manufacturing Systems 24: 55–67.CrossRefGoogle Scholar
  26. Flynn BB, Sakakibara S (1995) Relationship between JIT and TQM: Practices and performance. 502 Academy of management Journal 38: 1325.CrossRefGoogle Scholar
  27. Flynn BB, Schroeder RG, Flynn EJ (1999) World class manufacturing: an investigation of Hayes and Wheelwright's foundation. Journal of Operations Management 17: 249–269.CrossRefGoogle Scholar
  28. Forza C (1996) Work Organization in Lean Production and Traditional Plants - What Are the Differences. International Journal of Operations and Production Management 16: 42 + .Google Scholar
  29. Fuentes-Fuentes M, Albacete-Saez CA, Llorens-Montes FJ (2004) The impact of environmental characteristics on TQM principles and organizational performance. Omega 32: 425–442.CrossRefGoogle Scholar
  30. Fullerton RR, McWatters CS (2001) The production performance benefits from JIT implementation. Journal of Operations Management 19: 81–96.CrossRefGoogle Scholar
  31. Fullerton RR, McWatters CS, Fawson C (2003) An examination of the relationships between JIT and financial performance. Journal of Operations Management 21: 383–404.CrossRefGoogle Scholar
  32. Godard J (2004) A critical assessment of the high-performance paradigm. British Journal of Industrial Relations 42: 378.CrossRefGoogle Scholar
  33. González Benito J,.Suárez González I (2007) El alineamiento de la estrategia competitiva, la estrategia de producción, las capacidades productivas y los resultados empresariales. In International Conference on Industrial Engineering and Industrial Management - CIO, MadridGoogle Scholar
  34. Hair JF, Anderson RE, Tatham RL, Black WC (1995) Multivariate data analysis. Prentice Hall, New JerseyGoogle Scholar
  35. Hair JF, Anderson RE, Tatham RL, Black WC (1999) Análisis de datos multivariante. Prentice HallGoogle Scholar
  36. Hogan EA, Martell DA (1987) A confirmatory structural equations analysis of the job characteristics model. Organizational Behavior and Human dEcision Processes 39: 242–263.CrossRefGoogle Scholar
  37. Inman A, Mehra S (1990) The Transferability of Just-in-Time Concepts to American Small Businesses. Interfaces 20: 30–37.CrossRefGoogle Scholar
  38. Jordan de Urries FB, Verdugo MA, Jenaro C, Crespo M, Caballo C (2005) Supported employment and job outcomes. Typicalness and other related variables. Work 25: 221–229.Google Scholar
  39. Jorgensen F, Hyland PW, Kofoed L (2008) Modelling the Role of Human Resource Management in Continuous Improvement. In 7th International CINet Conference.Google Scholar
  40. Jun M, Cai S, Shin H (2006) TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty. Journal of Operations Management 24: 791–812.CrossRefGoogle Scholar
  41. Ketokivi M, Schroeder RG (2004) Manufacturing practices, strategic fit and performance: A routine-based view. International Journal of Operations and Production Management 24: 171.CrossRefGoogle Scholar
  42. Ketokivi MA, Schroeder RG (2004) Strategic, structural contingency and institutional explanations in the adoption of innovative manufacturing practices. Journal of Operations Management 22: 63–89.CrossRefGoogle Scholar
  43. Kochan TA, Lansbury RD, MacDuffie JP (1997) After lean production, evolving employment practices in the world auto industry. ILR press, LondonGoogle Scholar
  44. Lee CY (1996) The applicability of just-in-time manufacturing to small manufacturing firms: An analysis. International Journal of Management 13: 249–259.Google Scholar
  45. Lee CY (1997) JIT adoption by small manufacturers in Korea. Journal of Small Business Management 35: 98–108.Google Scholar
  46. Lengnick-Hall ML, Gaunt PM, Kulkarni M (2008) Overlooked and underutilized: people with disabilities are an untapped human resources. Human resource management 47: 255–273.CrossRefGoogle Scholar
  47. Lin WB (2006) The exploration of employee involvement model. Expert Systems with Applications 31: 69–82.CrossRefGoogle Scholar
  48. Lowe J, Delbridge R, Oliver N (1997) High-Performance Manufacturing - Evidence from the Automotive Components Industry. Organization Studies 18: 783–798.CrossRefGoogle Scholar
  49. MacDuffie JP (1995) Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry. Industrial and Labor relations Review 48: 197.CrossRefGoogle Scholar
  50. Marin-Garcia JA, Carneiro P (2010) Desarrollo y validación de un modelo multidimensional de la producción ajustada. Intangible Capital 6: 78–127.CrossRefGoogle Scholar
  51. Marin-Garcia JA, Garcia-Sabater JJ, Bonavia T (2009) The impact of Kaizen Events on improving the performance of automotive components' first-tier suppliers. International Journal of Automotive Technology and Management 9: 362–376.Google Scholar
  52. Marin-Garcia JA, Pardo del Val M, Bonavia T (2009) Los sistemas productivos, el aprendizaje interno y los resultados del área de producción baldosas cerámicas. CIT- Revista de Información Tecnológica 20: 39–52.Google Scholar
  53. Martín Peña ML,.Díaz Garrido E (2007) Impacto de la estrategia de producción en la ventaja competitiva y en los resultados operativos. In International Conference on Industrial Engineering and Industrial Management - CIO, MadridGoogle Scholar
  54. Martínez-Costa M, Jiménez-Jiménez D (2009) The Effectiveness of TQM: The Key Role of Organizational Learning in Small Businesses. International Small Business Journal 27: 98–125.CrossRefGoogle Scholar
  55. McKone KE, Schroeder RG, Cua KO (2001) The impact of total productive maintenance practices on manufacturing performance. Journal of Operations Management 19: 39–58.CrossRefGoogle Scholar
  56. Miralles C, Marin-Garcia JA, Ferrús G, Costa AM (2010) Operations research/management science tools for integrating people with disabilities into employment. A study on Valencia's Sheltered Work Centres for Disabled. International Transactions in Operational Research 17.Google Scholar
  57. Molina LM, Llorens-Montes J, Ruiz-Moreno A (2007) Relationship between quality management practices and knowledge transfer. Journal of Operations Management 25: 682–701.CrossRefGoogle Scholar
  58. Nair A (2006) Meta-analysis of the relationship between quality management practices and firm performance--implications for quality management theory development. Journal of Operations Management 24: 948–975.CrossRefGoogle Scholar
  59. Narasimhan R, Swink M, Kim SW (2005) An exploratory study of manufacturing practice and performance interrelationships - Implications for capability progression. International Journal of Operations and Production Management 25: 1013–1033.CrossRefGoogle Scholar
  60. Narasimhan R, Swink M, Kim SW (2006) Disentangling leanness and agility: An empirical investigation. Journal of Operations Management 24: 440–457.CrossRefGoogle Scholar
  61. Pheng LS, Teo JA (2004) Implementing total quality management in construction firms. Journal of Management in Engineering 20: 8–15.CrossRefGoogle Scholar
  62. Sakakibara S, Flynn BB, Schroeder RC, Morris WT (1997) The impact of Just-In-Time manufacturing and its infrastructure on manufacturing performance. Management Science 43: 1246.zbMATHCrossRefGoogle Scholar
  63. Saurin T, Ferreira C (2008) Avaliação qualitativa da implantação de práticas da produção enxuta: estudo de caso em uma fábrica de máquinas agrícolas. Gestao and Produçao 15: 449–462.Google Scholar
  64. Schroeder RG, Bates KA, Junttila MA (2002) A resource-based view of manufacturing strategy and the relationship to manufacturing performance. Strategic Management Journal 23: 105.CrossRefGoogle Scholar
  65. Seppälä P, Klemola S (2004) How do employees perceive their organization and job when companies adopt principles of lean production? Human Factors and Ergonomics in Manufacturing 14: 157–180.CrossRefGoogle Scholar
  66. Shah R, Ward PT (2003) Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management 21: 129–149.CrossRefGoogle Scholar
  67. Shah R, Ward PT (2007) Defining and developing measures of lean production. Journal of Operations Management 25: 785–805.CrossRefGoogle Scholar
  68. Sila I (2007) Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study. Journal of Operations Management 25: 83–109.CrossRefGoogle Scholar
  69. Spear S, Bowen HK (1999) Decoding the DNA of the Toyota production system. Harvard Business Review 97–106.Google Scholar
  70. Spreitzer GM (1995) Psychological Empowerment in the Workplace - Dimensions, Measurement, and Validation. Academy of management Journal 38: 1442–1465.CrossRefGoogle Scholar
  71. Swink M, Narasimhan R, Kim SW (2005) Manufacturing practices and strategy integration: Effects on cost efficiency, flexibility, and market-based performance. Decision Sciences 36: 427–457.CrossRefGoogle Scholar
  72. Swink M, Nair A (2007) Capturing the competitive advantages of AMT: Design-manufacturing integration as a complementary asset. Journal of Operations Management 25: 736–754.CrossRefGoogle Scholar
  73. Tari JJ, Molina JF, Castejón JL (2007) The relationship between quality management practices and their effects on quality outcomes. European Journal of Operational Research 183: 483–501.CrossRefGoogle Scholar
  74. Ullman JB, Bentler PM (2004) Structural Equation Modeling. In: Hardy M, Bryman A (eds.) Handbook of Data Analysis, SAGEGoogle Scholar
  75. Urgal González B, García Vázquez JM (2006) Decisiones de producción, capacidades de producción y prioridades competitivas. Un estudio aplicado al sector del metal en España. Investigaciones Europeas de Dirección y Economía de la Empresa 12: 133–149.Google Scholar
  76. Vazquez-Bustelo D, Avella L (2006) Agile manufacturing: Industrial case studies in Spain. Technovation 26: 1147–1161.CrossRefGoogle Scholar
  77. Wall TD, Cordery JL, Clegg CW (2002) Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration. Applied Psychology 51: 146–169.CrossRefGoogle Scholar
  78. Wang BJ (2008) Analysis of efficiency of lean production implemented in multi-national optic enterprises. International Journal of Technology Management 43: 304–319.CrossRefGoogle Scholar
  79. White RE, Pearson JN, Wilson JR (1999) JIT manufacturing: A survey of implementations in small and large U.S. manufacturers. Management Science 45: 1–16.zbMATHCrossRefGoogle Scholar
  80. White RE, Prybutok V (2001) The relationship between JIT practices and type of production system. Omega 29: 113–124.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2012

Authors and Affiliations

  • Juan A. Marin-Garcia
    • 1
  • Paula Carneiro
    • 2
  • Cristóbal Miralles
    • 1
  1. 1.ROGLE – DepartmentOrganización de Empresas, Universitat Politècnica de ValènciaValenciaSpain
  2. 2.Ph.D. DepartmentOrganización de Empresas, Universidad Politécnica de ValenciaValenciaSpain

Personalised recommendations