Transformation From Batch to Lean Manufacturing: The Performance Issues

Brown, C. J.; Collins, Terry R.; McCombs, Edward L.

doi:10.1080/10429247.2006.11431689

Cited by 51 publications

(31 citation statements)

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“…Increased pressure on organisations to remain competitive in terms of their product cost, service and quality, has led to the establishment of lean manufacturing as one of the most widely used production systems, as its positive impact on organisational performance and competitive advantage has been widely demonstrated (Brown et al, 2006;Cua et al, 2001;Fullerton & Wempe, 2009). As a result it has now extended beyond manufacturing into the service industry (Abdi et al, 2006), the public sector (Kollberg et al, 2006) and knowledge work (Staats et al, 2011).…”

Section: What Is Lean Manufacturing?mentioning

confidence: 99%

“…Similarly, job design research has found evidence for the relationship between job characteristics, such as those outlined in the above propositions, and organisational outcomes such as worker compensation (Morgeson & Humphrey, 2006), training demands (Campion, 1988), skill requirements (Capelli & Rogovsky, 1994) and organisational performance (Ketchen et al, 1997). Lean manufacturing has also been repeatedly associated with improved organisational performance and competitive advantage (Brown et al, 2006;Cua et al, 2001;Fullerton & Wempe, 2009). Critics of lean manufacturing however argue that its performance advantages can only be achieved through stressful work practices (Bruno & Jordan, 2002;Lewchuck, Stewart & Yates, 2001).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Its implications for operational improvements and organisational performance have been continuously demonstrated (Brown et al, 2006;Fullerton & Wempe, 2009). The meaning and measurement of lean manufacturing has been a regularly debated topic from the original coining of the term in the late 1980s (Krafcik, 1988;Womack et al, 1990) to the development of concrete definitions and measurement tools in recent years (Shah & Ward, 2007).…”

Section: Lean Manufacturingmentioning

confidence: 99%

“…Lean manufacturing has become one of the most widely used production systems internationally as organisations come under increased pressure to compete on cost, quality, and service. Its popularity stems from the consistent associations made between its practices and improvements in operational and organisational performance (Brown, Collins & McCombs, 2006;Cua, McKone & Schroeder, 2001;Fullerton & Wempe, 2009). …”

Section: Introductionmentioning

confidence: 99%

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Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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Section: What Is Lean Manufacturing?mentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Lean Manufacturingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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“…Elg and Kollberg (2009) classify performance measurement in three phases: the design and structure of the performance measurement system, the implementation of performance measurement, and the utilisation of performance measurement in everyday work. Brown, Collins, and McCombs (2006) have presented an adaptive performance measurement system and a family of measures focusing on critical performance metrics. Research conducted with regard to relationships between company objectives and criteria of business success that are structured at different levels of abstractions (strategic, tactical and operational) are also the focus of attention of many researchers.…”

Section: Theoretical Background Of Researchmentioning

confidence: 99%

Towards an extended set of production line performance indicators

Vasiljević

Trkulja²,

Danilović

2013

Total Quality Management & Business Excellence

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The scope of this research is the performance measurement of mixed production and packaging lines. The main purpose of this paper is to design an original extended approach to line performance measurement, which will improve the traditional model of calculating the effectiveness by using the overall equipment effectiveness indicator. Real-life data study is an important part of this paper, used to test and confirm in practice the appropriateness of employing the designed approach on the line for the production and packaging of cigarettes. The findings show that it is justified to use an extended set of metrics for measuring the performances of technological lines so that all performances can be measured more comprehensively, continuously and in real time. The proposed framework is a contribution to a more comprehensive diagnostic picture of line performances and it can be a good support for continuous improvements of a technological process in focus.

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Lean Management and Employee Well-Being

Kilroy¹,

Flood²

2021

Handbook on Management and Employment Practices

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Transformation From Batch to Lean Manufacturing: The Performance Issues

Cited by 51 publications

References 1 publication

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Towards an extended set of production line performance indicators

Lean Management and Employee Well-Being

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