Managing performance in quality management: A two level study of employee-perceptions and workplace-performance

Purpose: This paper addresses potential effects of the control element in Quality Management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Secondly, theoretical models on how perceptions of work conditions may impact wellbeing and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred. Methodology: Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations. Findings: The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within Quality-planning, strategy dissemination is positively associated with workplace-productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace-productivity. With respect to Information & Analysis: keeping and analysing records, or monitoring employee-performance via appraisals that assess training needs, are positively associated with workplace-productivity and quality. Originality: This paper illustrates how control in Quality Management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within Quality Management, to employee perceptions of work conditions, wellbeing and aggregate performance are rare

Evaluating the impact of lean on employee ergonomics, safety, and job satisfaction in manufacturing

The goal of this study was to explore the proposed relationship between employee satisfaction, ergonomics, and safety while implementing a Kaizen event. In order to address this goal, two Kaizen events (K1 and K2) were conducted in a heavy equipment manufacturing plant. Before and after both events, levels of employee satisfaction were documented for Kaizen and Non-Kaizen (NK) participants using the Job Diagnostic Survey (JDS). The objective of the first event (K1) was to improve the efficiency of the task of torqueing the rear axle bolts in Station #1- skid assembly. The K1 methodology followed a traditional Kaizen structure, enhanced with ergonomic and safety evaluation tools, Rapid Entire Body Assessment (REBA) and Job Hazard Analysis (JHA) respectively. During the event (K1), problem areas caused by the current skid were identified, analyzed, and a new skid was developed and implemented via a prototype. After testing the prototype all skids were replaced for full implementation. Ergonomic and safety was again evaluated. By using this approach to redesign the process, it was possible to improve productivity (83%), while reducing employee safety (5 JHA hazards to 1 hazard) and ergonomics (Employee #1 REBA score 13 to 11). The objective of the second kaizen event (K2) was to improve the efficiency of the manufacturing process for the welding subassembly station. The K2 methodology followed a traditional Kaizen structure, where the team identified the key problems for the welding subassembly station, analyzed the concerns for the material arrival, developed a solution for more consistent material delivery, and implemented a solution. By using Kaizen as a tool to address scheduling and material movement it was possible to improve the manufacturing process efficiency (36%). The JDS evaluation revealed mixed results for the impact of a Kaizen event on job satisfaction- some employee’s job satisfaction levels increased when others decreased. The findings also show that some characteristics (Feedback from Agents (p=0.036), Experienced Meaningfulness of the Work (p=0.036), Growth Satisfaction (p=0.027), Satisfaction with Compensation (p=0.034), and Motivating Potential Score (p=0.025)) were significantly different across participants’ groups (e.g. K1, K2 and NK). The events helped to encourage communication and involvement making the new processes more efficient and less frustrating for employees. Findings from this research contribute to a better understanding of the impact of lean on employees’ ergonomics, safety, and job satisfaction

A Model to Align Organizational Culture to Lean Culture

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean. Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture. Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them. Originality/value: This study is the first attempt to integrate the national models with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.Peer Reviewe

Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully

Since the emergence of Lean Manufacturing, many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Severa!aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this thesis aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give sorne recommendations to manage people before implementing Lean. Therefore, the research question is "how to align the organizational culture to Lean culture?" and the general hypothesis is that "both national culture and organizational culture influence on successful Lean implementation". In order to answer the question and test our hypothesis, this research has been conducted based on literature review survey and multiple-cases study. For literature review survey, research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the period of 1996-2016. The evaluation model was developed including six dimensions and our general hypothesis was extended. The level of each dimension indicating preparedness of organizational culture for Lean implementation is provided including Low, Moderate, or High. For each dimension, a checklist is provided in order to evaluate the level that a company has before Lean implementation in order to detect misalignments and possible problems. For multiple-case studies, we used codification method to systematically collect required qualitative data on their organizational culture. Factors and related soft practices that are essential for successful Lean implementation were considered as codes and sub-codes, respectively. Soft practices are human-related-practices that emphasize on organizational culture, managerial concept, and human relations that are often neglected during adoption processes of Lean. The initial code list was prepared based on literature review. Codification process continued with conducting pilot interviews. The code list was refined after a few times of revision. To validate the model, three organizations were chosen based on inclusion criteria such as: Companies should be selected from manufacturing industry; Companies have implemented Lean production for many years; Medium to Large Companies are more preferable; Companies should be chosen from different countries. A semi-structured interview was conducted with the production manager of each organization. Depending on the access to the participants, the interviews were conducted face to face or through Skype. To greaten the clarity, contacts were made again with the respondents whenever ambiguities arose. The checklist were used to find out the level of organizational culture for proposed dimensions. Moreover, public information were collected from their official websites. To conclude, the proposed evaluation model is a guide for organizations to determine cultural misaligrunents between corporate culture and Lean culture before its implementation. Moreover, some general recommendations have been provided to align different dimensions. Finally, sorne future directions have been suggested.Desde la aparición de Lean Manufacturing, muchas organizaciones se han esforzado por implementarlo. No obstante, una transformación Lean sostenible en el tiempo no es fácil de lograr. Es necesario tener en cuenta varios aspectos antes de la implementación Lean como son la cultura nacional y organizacional. Considerando las influencias de la cultura nacional en la cultura organizacional, esta tesis tiene como objetivo proponer un modelo de evaluación para determinar las debilidades culturales de una organización y dar algunas recomendaciones para gestionar a las personas antes de implementar Lean. Por lo tanto, la pregunta de investigación es "¿cómo alinear la cultura organizacional con la cultura Lean?" Y la hipótesis general es que "tanto la cultura nacional como la cultura organizacional influyen en una implementación Lean exitosa".Con el fin de responder a la pregunta y probar nuestra hipótesis, esta investigación se ha realizado en base a una revisión de la literatura y un estudio de diferentes casos. Para la revisión bibliográfica , se revisaron artículos, actas de congresos, libros y sitios web oficiales sobre la filosofía Lean, para determinar la influencia de la cultura nacional en la implementación Lean. Los trabajos de investigación se buscaron en diferentes bases de datos (Scopus y Web of Science), entre los años de 1996-2016. La revisión se hizo durante los años 2015-2017. El modelo de evaluación fue desarrollado incluyendo seis dimensiones. Para cada dimensión se proporciona las características del nivel bajo, medio y alto, que evaluan la preparación de la cultura organizacional para la implementación de Lean. Para cada dimensión, se proporciona una lista de verificación para evaluar el nivel que tiene una empresa antes de la implementación Lean a fin de detectar desajustes y posibles problemas. Para los casos de estudio, utilizamos el método de codificación para recopilar sistemáticamente los datos cualitativos requeridos de su cultura organizacional. Los factores y las prácticas soft relacionadas que son esenciales para una implementación Lean exitosa se consideraron como códigos y sub-códigos, respectivamente. Las prácticas soft son prácticas relacionadas con el ser humano que hacen hincapié en la cultura organizacional, el concepto de gestión y las relaciones humanas que a menudo se descuidan durante los procesos de adopción de Lean. La lista de códigos inicial se preparó en base a la revisión de la literatura. El proceso de codificación continuó con la realización de entrevistas piloto. La lista de códigos fue refinada después de algunas revisiones. Para validar el modelo se eligieron tres organizaciones con los siguientes criterios de inclusión: empresas industriales, que hayan implementado Lean durante muchos años; preferihlemente empresa medianas o grandes; empresas de diferentes países. Se realizó una entrevista semiestructurada con el gerente de producción de cada organización. Dependiendo del acceso a los participantes, las entrevistas se realizaron cara a cara o por Skype. Para aumentar la claridad, se volvieron a establecer contactos con los encuestados siempre que surgieron ambigüedades. La lista de verificación se utilizó para conocer el nivel de cultura organizacional para las dimensiones propuestas. Además, se recopiló información pública de sus sitios web oficiales. En conclusión, el modelo de evaluación propuesto es una guía para que las organizaciones determinen los desajustes culturales entre la cultura corporativa y la cultura Lean antes de su implementación. Además, se han proporcionado algunas recomendaciones generales para alinear las diferentes dimensiones del modelo. Finalmente se han sugerido algunas direcciones futurasPostprint (published version

Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully

Since the emergence of Lean Manufacturing, many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Severa!aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this thesis aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give sorne recommendations to manage people before implementing Lean. Therefore, the research question is "how to align the organizational culture to Lean culture?" and the general hypothesis is that "both national culture and organizational culture influence on successful Lean implementation". In order to answer the question and test our hypothesis, this research has been conducted based on literature review survey and multiple-cases study. For literature review survey, research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the period of 1996-2016. The evaluation model was developed including six dimensions and our general hypothesis was extended. The level of each dimension indicating preparedness of organizational culture for Lean implementation is provided including Low, Moderate, or High. For each dimension, a checklist is provided in order to evaluate the level that a company has before Lean implementation in order to detect misalignments and possible problems. For multiple-case studies, we used codification method to systematically collect required qualitative data on their organizational culture. Factors and related soft practices that are essential for successful Lean implementation were considered as codes and sub-codes, respectively. Soft practices are human-related-practices that emphasize on organizational culture, managerial concept, and human relations that are often neglected during adoption processes of Lean. The initial code list was prepared based on literature review. Codification process continued with conducting pilot interviews. The code list was refined after a few times of revision. To validate the model, three organizations were chosen based on inclusion criteria such as: Companies should be selected from manufacturing industry; Companies have implemented Lean production for many years; Medium to Large Companies are more preferable; Companies should be chosen from different countries. A semi-structured interview was conducted with the production manager of each organization. Depending on the access to the participants, the interviews were conducted face to face or through Skype. To greaten the clarity, contacts were made again with the respondents whenever ambiguities arose. The checklist were used to find out the level of organizational culture for proposed dimensions. Moreover, public information were collected from their official websites. To conclude, the proposed evaluation model is a guide for organizations to determine cultural misaligrunents between corporate culture and Lean culture before its implementation. Moreover, some general recommendations have been provided to align different dimensions. Finally, sorne future directions have been suggested.Desde la aparición de Lean Manufacturing, muchas organizaciones se han esforzado por implementarlo. No obstante, una transformación Lean sostenible en el tiempo no es fácil de lograr. Es necesario tener en cuenta varios aspectos antes de la implementación Lean como son la cultura nacional y organizacional. Considerando las influencias de la cultura nacional en la cultura organizacional, esta tesis tiene como objetivo proponer un modelo de evaluación para determinar las debilidades culturales de una organización y dar algunas recomendaciones para gestionar a las personas antes de implementar Lean. Por lo tanto, la pregunta de investigación es "¿cómo alinear la cultura organizacional con la cultura Lean?" Y la hipótesis general es que "tanto la cultura nacional como la cultura organizacional influyen en una implementación Lean exitosa".Con el fin de responder a la pregunta y probar nuestra hipótesis, esta investigación se ha realizado en base a una revisión de la literatura y un estudio de diferentes casos. Para la revisión bibliográfica , se revisaron artículos, actas de congresos, libros y sitios web oficiales sobre la filosofía Lean, para determinar la influencia de la cultura nacional en la implementación Lean. Los trabajos de investigación se buscaron en diferentes bases de datos (Scopus y Web of Science), entre los años de 1996-2016. La revisión se hizo durante los años 2015-2017. El modelo de evaluación fue desarrollado incluyendo seis dimensiones. Para cada dimensión se proporciona las características del nivel bajo, medio y alto, que evaluan la preparación de la cultura organizacional para la implementación de Lean. Para cada dimensión, se proporciona una lista de verificación para evaluar el nivel que tiene una empresa antes de la implementación Lean a fin de detectar desajustes y posibles problemas. Para los casos de estudio, utilizamos el método de codificación para recopilar sistemáticamente los datos cualitativos requeridos de su cultura organizacional. Los factores y las prácticas soft relacionadas que son esenciales para una implementación Lean exitosa se consideraron como códigos y sub-códigos, respectivamente. Las prácticas soft son prácticas relacionadas con el ser humano que hacen hincapié en la cultura organizacional, el concepto de gestión y las relaciones humanas que a menudo se descuidan durante los procesos de adopción de Lean. La lista de códigos inicial se preparó en base a la revisión de la literatura. El proceso de codificación continuó con la realización de entrevistas piloto. La lista de códigos fue refinada después de algunas revisiones. Para validar el modelo se eligieron tres organizaciones con los siguientes criterios de inclusión: empresas industriales, que hayan implementado Lean durante muchos años; preferihlemente empresa medianas o grandes; empresas de diferentes países. Se realizó una entrevista semiestructurada con el gerente de producción de cada organización. Dependiendo del acceso a los participantes, las entrevistas se realizaron cara a cara o por Skype. Para aumentar la claridad, se volvieron a establecer contactos con los encuestados siempre que surgieron ambigüedades. La lista de verificación se utilizó para conocer el nivel de cultura organizacional para las dimensiones propuestas. Además, se recopiló información pública de sus sitios web oficiales. En conclusión, el modelo de evaluación propuesto es una guía para que las organizaciones determinen los desajustes culturales entre la cultura corporativa y la cultura Lean antes de su implementación. Además, se han proporcionado algunas recomendaciones generales para alinear las diferentes dimensiones del modelo. Finalmente se han sugerido algunas direcciones futura

Management, Technology and Learning for Individuals, Organisations and Society in Turbulent Environments

This book presents the collection of fifty papers which were presented in the Second International Conference on BUSINESS SUSTAINABILITY 2011 - Management, Technology and Learning for Individuals, Organisations and Society in Turbulent Environments , held in Póvoa de Varzim, Portugal, from 22ndto 24thof June, 2011.The main motive of the meeting was growing awareness of the importance of the sustainability issue. This importance had emerged from the growing uncertainty of the market behaviour that leads to the characterization of the market, i.e. environment, as turbulent. Actually, the characterization of the environment as uncertain and turbulent reflects the fact that the traditional technocratic and/or socio-technical approaches cannot effectively and efficiently lead with the present situation. In other words, the rise of the sustainability issue means the quest for new instruments to deal with uncertainty and/or turbulence. The sustainability issue has a complex nature and solutions are sought in a wide range of domains and instruments to achieve and manage it. The domains range from environmental sustainability (referring to natural environment) through organisational and business sustainability towards social sustainability. Concerning the instruments for sustainability, they range from traditional engineering and management methodologies towards “soft” instruments such as knowledge, learning, and creativity. The papers in this book address virtually whole sustainability problems space in a greater or lesser extent. However, although the uncertainty and/or turbulence, or in other words the dynamic properties, come from coupling of management, technology, learning, individuals, organisations and society, meaning that everything is at the same time effect and cause, we wanted to put the emphasis on business with the intention to address primarily companies and their businesses. Due to this reason, the main title of the book is “Business Sustainability 2.0” but with the approach of coupling Management, Technology and Learning for individuals, organisations and society in Turbulent Environments. Also, the notation“2.0” is to promote the publication as a step further from our previous publication – “Business Sustainability I” – as would be for a new version of software. Concerning the Second International Conference on BUSINESS SUSTAINABILITY, its particularity was that it had served primarily as a learning environment in which the papers published in this book were the ground for further individual and collective growth in understanding and perception of sustainability and capacity for building new instruments for business sustainability. In that respect, the methodology of the conference work was basically dialogical, meaning promoting dialog on the papers, but also including formal paper presentations. In this way, the conference presented a rich space for satisfying different authors’ and participants’ needs. Additionally, promoting the widest and global learning environment and participation, in accordance with the Conference's assumed mission to promote Proactive Generative Collaborative Learning, the Conference Organisation shares/puts open to the community the papers presented in this book, as well as the papers presented on the previous Conference(s). These papers can be accessed from the conference webpage (http://labve.dps.uminho.pt/bs11). In these terms, this book could also be understood as a complementary instrument to the Conference authors’ and participants’, but also to the wider readerships’ interested in the sustainability issues. The book brought together 107 authors from 11 countries, namely from Australia, Belgium, Brazil, Canada, France, Germany, Italy, Portugal, Serbia, Switzerland, and United States of America. The authors “ranged” from senior and renowned scientists to young researchers providing a rich and learning environment. At the end, the editors hope, and would like, that this book to be useful, meeting the expectation of the authors and wider readership and serving for enhancing the individual and collective learning, and to incentive further scientific development and creation of new papers. Also, the editors would use this opportunity to announce the intention to continue with new editions of the conference and subsequent editions of accompanying books on the subject of BUSINESS SUSTAINABILITY, the third of which is planned for year 2013.info:eu-repo/semantics/publishedVersio