An improved lean assessment based on employee perception

Abstract

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.

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

“…Lean production practices can be traced back to the "Toyota Production System" (TPS), which itself was derived from the production flow method introduced by Henry Ford. The TPS has profoundly impacted the development of comprehensive strategic approaches to managing operations in many industries (Huang et al, 2020). The focus of the TPS has been on minimizing costs by eliminating sources of waste in manufacturing processes including overproduction, over processing, unnecessary transportation, waiting (Queues), avoidable motion, excessive inventory and defective units (Morales-Contreras et al, 2020).…”

“…Lean production practices can be traced back to the “Toyota Production System” (TPS), which itself was derived from the production flow method introduced by Henry Ford. The TPS has profoundly impacted the development of comprehensive strategic approaches to managing operations in many industries (Huang et al. , 2020).…”