Can standard operating procedures be motivating? Reconciling process variability issues and behavioural outcomes1

Treville, Suzanne de; Antonakis, John; Edelson, Norman M.

doi:10.1080/14783360500054236

Cited by 56 publications

(59 citation statements)

References 25 publications

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“…The next question is whether workers will follow these procedures in carrying out their tasks. The motivational implications of requiring workers to follow process documents are controversial (e.g., Adler et al 1999;de Treville et al 2005;de Treville and Antonakis 2006). This issue is outside the scope of this paper.…”

Section: Process Consistencymentioning

confidence: 96%

Manufacturing flexibility and performance: bridging the gap between theory and practice

Treville

Bendahan

Vanderhaeghe

2007

Int J Flex Manuf Syst

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How firms scan and interpret their environments has implications for the flexibility strategy that they choose, as well as for the performance of that strategy. We extend Daft and Weick's (Acad Manage Rev 9(2):284-295, 1984) model of firms as interpretation systems into a theoretical model of flexibility performance through extended iterations between observations of a failed flexibility initiative and relevant literature. We test the model using well-known teaching cases. We argue that the use of an iterative process that involves cases and theory both stimulates creativity in integrating theory and lays an initial foundation for evidence-based practice.

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Section: Process Consistencymentioning

confidence: 96%

Manufacturing flexibility and performance: bridging the gap between theory and practice

Treville

Bendahan

Vanderhaeghe

2007

Int J Flex Manuf Syst

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“…Lean production and standard operating procedure (SOP) theory call for the involvement of workers (usually operating in teams) in the development of procedures for two reasons: (a) only the people actually running the process have access to many key types of knowledge concerning how the process operates in practice, and (b) it is generally believed that participation in development of procedures will give workers a sense of ownership, increasing their willingness to run the process as documented (Adler, 1993a;Adler and Borys, 1996;de Treville et al, 2005;Edelson and Bennett, 1998;Fujimoto, 1999;Imai, 1986;Klein, 1991).…”

Section: Variability Reductionmentioning

confidence: 99%

“…A worker, for example, who plays an active role in development of standard operating procedures, who is held personally accountable for results, and who chooses to operate under the constraints inherent in standardization because of the expected performance improvement and fulfillment of work-related needs is acting in a morally autonomous way despite the lack of choice (de Treville et al, 2005). 10 Again, however, as leanness becomes excessive, workers no longer have the time to participate, and management no longer has the time to communicate with workers or give the training required for effective power sharing.…”

Section: The Core Job Characteristics In the Lean Production Contextmentioning

confidence: 99%

Could lean production job design be intrinsically motivating? Contextual, configurational, and levels‐of‐analysis issues

Treville

Antonakis

2005

J of Ops Management

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449

349

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Are lean production jobs intrinsically motivating? More than 20 years after the arrival of lean production, this question remains unresolved. Generally accepted models of job design such as the Job Characteristics Model (JCM, (Hackman, J.R., Oldham, G.R. 1976. Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance 16, 250-279.)) cannot explain the occurrence of worker intrinsic motivation in the context of lean production. In this paper, we extend the JCM to the lean production context to explain the theoretical relationship between job characteristics and motivational outcomes in lean production. We suggest that a configuration of lean production practices is more important for worker intrinsic motivation than are independent main effects, and that motivation may be limited by excessive leanness. We conclude that lean production job design may engender worker intrinsic motivation; however, there are likely to be substantial differences in intrinsic motivation under differing lean production configurations. # 2005 Published by Elsevier B.V.

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“…Standard operating procedures (SOP) were implemented at the studied organisation in order to improve output consistency and efficiency as suggested by de Treville et al (2005). Thus, most of the procedures used, including the improved ones, as part of the ship loading process were standardised and documented through SOPs.…”

Section: The Control Phasementioning

confidence: 99%

A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

Garza‐Reyes

Al-Balushi

Antony

et al. 2016

Production Planning & Control

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Evidence suggests that specifically designed frameworks to implement Lean Six Sigma (LSS) projects to tackle particular problems are more effective than "generic" versions. This paper proposes an implementation framework to effectively deploy LSS to improve a key operation and performance indicator, i.e. ship loading commercial time, of one of the largest world producer of iron ore. This article therefore contributes with a refined framework to effectively implement LSS, and documents its successful application and effectiveness within the context of the case organisation. The LSS framework and project contributed in helping the studied organisation to improve both the capability of its ship loading process and commercial time by more than 30 percent, resulting in operational savings in the range of $300,000 USD per year. The systematic nature of the framework proposed also helped the organisation to establish a standardise routine to improve its operations. Managerial implications exposing the challenges faced during the implementation of LSS are also discussed to serve as lessons learnt to be considered in other LSS projects. Managers and engineers in charge of improving operations and processes can benefit from this paper as it can be used as a guide to direct the conduction of LSS projects and the empirical application of its principles and tools.

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Can standard operating procedures be motivating? Reconciling process variability issues and behavioural outcomes1

Cited by 56 publications

References 25 publications

Manufacturing flexibility and performance: bridging the gap between theory and practice

Manufacturing flexibility and performance: bridging the gap between theory and practice

Could lean production job design be intrinsically motivating? Contextual, configurational, and levels‐of‐analysis issues

A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

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