Effects of world class manufacturing on shop floor workers

Haynes, Amanda

doi:10.1108/03090599910284678

Cited by 16 publications

(18 citation statements)

References 8 publications

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“…Womack et al (1990: 100-102) see lean production system as a "creative tension" that makes work "humanly fulfilling". Other authors (Babson, 1993;Haynes, 1999;Jackson and Mullarkey, 2000;Landsbergis et al, 1999;Lewchuk and Robertson, 1996;Valeyre et al, 2009) forms -all physical risk exposures were lower in the former than in the latter.…”

Section: Lean Bundle and Its Consequences On Job Satisfaction Intentmentioning

confidence: 89%

The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France

Bouville

Alis

2014

The International Journal of Human Resource Management

107

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International audienceWork organization has deeply changed during the last decade, in particular with the introduction of a new type of management production system in the industrial and service sectors – the lean production system. Few studies have considered the social outcomes of work organization forms. Using the high-performance work system (HPWS) theoretical framework, we first analyze the influence of these specific lean work organization practices and then study the effect of a lean practices bundle on job satisfaction, employees' intent to stay and health at work. The quantitative analysis that we carried out on a French national database (n = 24,486) gives ambiguous results. Our study highlights negative consequences of several lean work organization practices (delegation of responsibilities, problem-solving demand, standardization, job rotation) on job satisfaction, employees' intention to stay and health at work. However, quality management is positively linked to health at work. Lean work organization practices, as a bundle, have a deleterious effect on attitudes and health at work. To our knowledge, quantitative research has rarely been performed on the effects of a lean practices bundle on attitudes and health at work. Our study shows the contrasting effects and the risks associated with the development of lean production, which leads us to suggest some practical implications

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Section: Lean Bundle and Its Consequences On Job Satisfaction Intentmentioning

confidence: 89%

The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France

Bouville

Alis

2014

The International Journal of Human Resource Management

107

View full text Add to dashboard Cite

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“…However, the implication is that, Salzer has been striving to reach world class status by implementing programmes like total productive maintenance (TPM), Kaizen and obtaining ISO 9001 certification (Jin-Hai et al 2003). The implementation of world class strategies is the hallmark of most of the companies situated in various parts of the world (Haynes 1999). Hence, the findings of this research may be applicable in the companies situated in other parts of the world.…”

Section: Limitations and Future Research Potentialmentioning

confidence: 91%

Amalgamation of mass customisation and agile manufacturing concepts: the theory and implementation study in an electronics switches manufacturing company

Vinodh

Sundararaj

Devadasan

et al. 2009

International Journal of Production Research

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This paper reports a research which was pursued with the purpose of indicating the need of amalgamating mass customisation and agile manufacturing principles for achieving competitiveness in organisations. The research findings and observations on these principles were used to design a model named as agile customisation programme. The implementation study of this programme was conducted in an electronics switches manufacturing company situated in India. The practical implications of this programme were studied by gathering feedback from the executives of this company. The details of these works are briefly presented in this paper. Further, the practical implications were used to propose a roadmap. Future researchers may adopt this roadmap and implement this programme in various types and sizes of companies. The performance of this programme in those companies shall be measured using agile manufacturing metrics such as responsiveness, time compression, quality improvement and profitability.

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“…There are many sources of knowledge that contribute to the improvement of results, including job rotation, learning by doing, formal training, quality manuals, standard operating procedures, suggestions schemes, innovations, new practices and problem solving methods. Important features to be developed and directly linked to the sharing of knowledge, as stressed by Haynes (1999), include functional flexibility, versatility and multitasking where workers are trained to be qualified to perform a variety of jobs.…”

Section: Knowledge Sharing In Production Contextsmentioning

confidence: 99%

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Muniz

Hong

Oliveira

et al. 2019

Prod.

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Paper aims:This research aims to evaluate factors that influence knowledge sharing in automotive production context in Brazil and China.Originality: Despite the growing recognition of the factors that enable knowledge sharing in organizations, our understanding about the unique challenges encountered by the blue-collar workers in a production context is rather limited. Also, the paper raises issues and challenges involved for production organizations to engage in cross-national knowledge sharing, which remain relatively under-explored.Research method: Drawing on the Analytic Hierarchy Process (AHP) approach, we conduct a comparative survey among the production managers in five automotive plants in China and Brazil. The AHP approach is based on Objective: Promote knowledge sharing among production workers; Criteria of knowledge conversion as Socialization, Externalization, Internalization; and Alternatives as Structure, Communication, Training, Incentive, Standard Operating Procedure, Problem Solving Methodology. The methodology focused on the 3 Brazilian and 2 Chinese automotive plants in our fieldwork.Main findings: While many authors argue that socialization (dialogue) is the key form of worker knowledge sharing, our findings indicate that workers and managers perceive internalisation as more important in the automotive context. The significant differences between Chinese and Brazilian workers on the relative importance they attributed to knowledge sharing processes and corresponding enabling factors reinforce our understanding about the challenges of knowledge sharing across cultures and lends support to a more particularistic debate of knowledge management. While automotive workers in Brazil preferred to receive more training and better incentive schemes as essential knowledge sharing support mechanisms, Chinese workers valued more standardization through structure and standard operation procedures. The study reaffirms the role of knowledge sharing in continuous improvement and incremental innovation in shop floor operations. Implications for theory and practice:In lieu of the gaps in the extant literature, this research aims to further identify and evaluate factors that influence cross-national knowledge sharing in automotive production contexts. The research addressed the gaps to promote supportive ways to provide employees interaction, best practices and lessons learning sharing.

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Effects of world class manufacturing on shop floor workers

Cited by 16 publications

References 8 publications

The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France

The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France

Amalgamation of mass customisation and agile manufacturing concepts: the theory and implementation study in an electronics switches manufacturing company

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

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