Knowledge Transfer in Lean Management: Experience From Malaysian Sme

Abstract

This study explores how SME develops knowledge transfer in Lean management, particularly lean tacit knowledge. Lean tacit knowledge is very significant in ensuring the success of lean management implementation, yet the SMEs often found difficulties due to limited capital and resources. A single case study of Malaysian SME in the automotive industry was selected for this purpose. Results show that lean training, problem solving using case study, factory visit, sharing of lean database and online learning are the common approaches used by the studied company in developing the lean tacit knowledge. Moreover, the accomplishment of this knowledge transfer in lean management necessitatesstrong commitment from the employees and the top management support. This study incorporates some practical implications forthe organizations that aim to implement lean management effectively.

Importance of first-line employees in lean implementation in SMEs: a systematic literature review

“…A particular challenge to lean implementation lies in workers’ technical knowledge of their workplaces (Abu et al , 2019). In SMEs, the dominant category of knowledge is tacit knowledge, accumulated over time through experience and information exchange with coworkers (Dombrowski et al , 2012; Mohd Zahari et al , 2019). For instance, workers learn from past defects and use this experience to prevent new ones in case of repeated orders, which helps in waste reduction (Eswaramoorthi et al , 2011).…”