Operation of an employee suggestion system in administration and production departments of a remanufacturing company

Abstract

Purpose The aim of the article is to discuss the issues of the employee suggestion system (ESS) in a remanufacturing enterprise. ESS is a tool used in many modern management philosophies like continuous improvement, Kaizen, lean etc. A number of factors influencing the operation of the employee suggestion system (ESS) were examined in the literature. However, none considers the fact that within various departments, the nature of this tool may vary. Methodology/approach Based on the data from a representative international company, the system performance was assessed. Using statistical tests, it was examined whether the ESS works identically in different departments of the company. The article reviews the literature and attempts to explain the reasons for the results. Findings On the basis of statistical tests, it has been proved that despite the same implementation and occurrence of the same types of waste in various departments, the number of employee suggestions and thus the functioning of the system is different. According to the authors, the reason for this is the fact that the company performs remanufacturing processes. Managing an enterprise using lean remanufacturing has a specific character in relation to classic lean. Recommendations Since the article presents only one example of a company in which this phenomenon appeared and the lack of this issue in the literature, further analysis of this problem is necessary.

DisneyHint: Lean and coaching-based employee suggestion system for the human challenges of Industry 4.0

“…According to Ostrowski and Jagodziński (2021), an ESS presents some assumptions: i)-implementation of all suggestions that add value (even if it is minor) to the organization, taking into account the resources needed for its implementation; ii)-creation of an evaluation process for suggestions before their implementation, with acceptance depending on the existence of the value it adds; iii)-creation of an organizational unit with the responsibility of promoting kaizen culture, communication with employees and evaluation of suggestions; iv)-standardization of the implementation process of suggestions so that it is binding during its economic usefulness (so that it doesn't disappear as there is turnover) and the consistency of the system in the long term is assured; v)-the suggestions should be implemented or supervised by the author (this assumption is only valid in kaizen teian systems) (García-Lorenzo, Prado & Arca, 2000); vi)-the employees should be provided with the knowledge and tools required for the effective elaboration of their own improvement projects, through training.…”

Design Science Research for a New Society: Society 5.0

“…Then, the implementation, the management, and the effect of a suggestion system are different between a productive and an administrative department. [30].…”

Exploring the Application of Lean Best Practices in Remanufacturing: Empirical Insights into the Benefits and Barriers

“…However, there is lack of evidence suggesting that the case company in this research made significant attempts to apply lean best practices. Ostrowski [33] discussed the application of the employee suggestion system in remanufacturing environment. He claimed that a less repeatable remanufacturing process affects the functioning of this system.…”