Lean human resources

Karekatti, Chandrark

doi:10.1016/b978-0-12-819426-3.00006-0

Cited by 3 publications

(1 citation statement)

References 18 publications

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“…A Lean company is an organization that recognizes people as its most valuable resource because of their unique and irreplaceable contribution in creating value [37,38]. In fact, the aspect that distinguishes Toyota from other organizations is its unique production system, which integrates people with its technical system [39].…”

Section: The Human Aspect Of Leanmentioning

confidence: 99%

Exploring Lean HRM Practices in the Aerospace Industry

Benkarim

Imbeau

2022

Sustainability

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Lean places people at its core, acknowledging their contribution to the company’s growth and the fundamental role human resources management (HRM) practices play in the success and sustainability of Lean transformations. However, the relationship between HRM practices and Lean remains largely unexplored in the literature. The purpose of this work is therefore to investigate the challenges and contributions of HRM practices in a Lean company, and identify those practices that are required for successful and sustainable Lean implementations. Based on a sample of thirty employees (15 production and 15 office workers) of a Canadian aerospace company who participated in our interviews, we performed a qualitative analysis to identify prominent HRM practices. We found seven HRM practices that are of major importance in the context of Lean (i.e., job security, communication, fairness, supervisor/manager support, training, occupational health and safety, and respect). Our findings show that these practices are equally relevant to both production and office workers, and suggest that managers play a decisive role in implementing these practices, and in providing the right environment to effectively promote workforce commitment.

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Section: The Human Aspect Of Leanmentioning

confidence: 99%

Exploring Lean HRM Practices in the Aerospace Industry

Benkarim

Imbeau

2022

Sustainability

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Key factors to High-level management success: A case study of American Company D succeeding in China

Lin

Kang

Chou

et al. 2022

Proceedings of the 4th International Conference on Management Science and Industrial Engineering

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Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Kang

Lin²,

Ho³

2022

IMBR

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This paper aims to apply AHP and DEMATEL to analyze the key factors and interrelationships of lean production to increase free cash flow for manufacturers. The AHP hierarchy was determined through literature and interviews with leading management experts. The assessment criteria were categorized into five major criteria and 15 sub-criteria, including production, sales, human resources, R&D, and finance. According to the AHP results, the first eight key factors were identified as the key factors to increasing cash flow for manufacturers who utilized lean production. DEMATEL was used to identify the interactions among the eight key factors and further identify the four more important ones. The four key factors are strategic planning, strategic deployment, leadership, and goal orientation. This paper proposes management implications and improvement suggestions for the four key factors and their interactions.

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Lean human resources

Cited by 3 publications

References 18 publications

Exploring Lean HRM Practices in the Aerospace Industry

Exploring Lean HRM Practices in the Aerospace Industry

Key factors to High-level management success: A case study of American Company D succeeding in China

Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

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