Degree of leanness and managerial commitment in an aerospace company

Lean manufacturing is a popular concept practiced in most Japanese and western company to increase their competitiveness. However, only few of them succeed to get good result. To achieve success in implementation of lean manufacturing, company has to make changes. Managerial commitment is important in this investment. Thus, the objective of this paper is to determine the degree of leanness and managerial commitment in companies. All the information of lean manufacturing practice and role of management in the implementation were compiled from related journal, book and website. Basically, this paper refers to three published journal papers by Karlsson et al. (1996), Boyer (1996), and Soriano-Meier et al. (2002). A study was conducted in an aerospace manufacturer in Malaysia. A five-point scale questionnaire has been selected to be the study instrument. These questionnaires were distributed to 45 employees work in kitting department and 8 top management people. The results indicate that the degree of leanness and managerial commitment of the company were moderate

Assessing The Factors Enabling Systematic Change

The goal of this research article is to examine the relationships between the research variables change-management actions, change readiness, and systematic change. Change management is defined by three factors: leadership, project management, and learning. Change readiness is defined by two factors: knowledge and resources. Systematic change is defined by one factor of carefully sequenced actions that align customers, products/services, processes/tools, structure, and skill mix. This framework is operationalized and applied using a survey of participants in a high-tech organization’s transformation. The results show that as change-management actions increases or decreases, there is an increase or decrease in change readiness, which supports systematic change. Managers can use the findings to assess the effectiveness of their change actions, change readiness in their organizations, and outcomes of their systematic change efforts. Managers can also use the findings to define their specific change-management actions. This is a limited case study, and the findings are based on a single case study in a large government agency. This article contributes a framework for defining and measuring change readiness. The framework defines change-management actions leading to change readiness leading to systematic change