持续精益变革:不同变革可持续性因素对成熟精益变革计划的影响和意义

IF 7.3 2区 工程技术 Q1 ENGINEERING, INDUSTRIAL
Marek Szwejczewski, Bob Lillis, Valeria Belvedere, Alberto Grando
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引用次数: 0

摘要

先前的研究已经确定了使精益变革得以持续的因素。目前尚不清楚的是,随着精益变革项目的成熟,这些因素之间的相互作用如何变化。什么时候特定的因素最具影响力?设计/方法/方法采用数据和研究者三角定性研究策略,本文检验了变化可持续性因素的先验模型。在第一阶段,研究揭示了模型的变化可持续性因素对13家制造商的影响和意义。在第二阶段,四个因素(领导,政治,个人和管理)选择深入的案例研究分析在三个制造商。这些发现表明,当精益变革时,某些因素对其可持续性影响最大。领导因素和政治因素在开始时是必不可少的,并始终具有影响。员工的个人承诺(个人因素)对维持变革具有重要意义,但在后期影响最大。管理因素(管理办法)在方案的成熟阶段具有影响。实际意义随着精益变革计划的成熟,认识到在哪些方面应给予最大的关注,对管理层来说至关重要。独创性/价值维持精益变革还没有从在方案的不同阶段需要强调哪些因素才能实现成功成熟的角度进行研究。通过实证验证,本研究有助于解决这一知识差距。有趣的是——研究人员发现,大多数精益实施都失败了——对结构和工作实践的改变只是为了看到收益消散。先前的研究表明,包括领导力、文化和政治在内的多种因素会影响向精益组织的转变。虽然研究表明这些因素发挥了作用,但尚未研究的是时间,即因素何时影响变化过程。本研究调查了11个因素对精益实施的影响。理论价值-该研究通过增加时间元素扩展了对组织中精益实施的最先进理解。研究发现,为了实现可持续的变革,即至少持续18个月,表明对组织重要性的因素在整个实施过程中都具有影响力。这包括变革对组织有多重要,设定愿景和目标的领导层的影响,以及实施方法。诸如重要利益攸关方的影响等能够推动事情的因素在执行过程开始时很重要,但随着时间的推移,其影响会逐渐减弱。虽然似乎与公司运营方式有更多关系的因素在开始时影响较小,但随着时间的推移,影响会越来越大。这些因素包括员工的承诺、管理风格和方法、组织政策和结构以及组织文化。实用价值——将精益引入组织并获得其持续利益通常是不成功的。虽然先前已经确定了影响精益实施成功的因素,但本研究提供了额外的实际见解。它通过确定在实施过程的各个阶段应该关注哪些因素来帮助制造商提高效率。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Sustaining lean changes: the influence and significance of different change sustainability factors in maturing lean change programmes

Purpose

Previous research has identified factors that enable lean change to be sustained. What remains unknown is how the interaction effects amongst these factors vary as lean change programmes mature. When are particular factors at their most influential?

Design/methodology/approach

Using a data and investigator triangulated qualitative research strategy, this paper tests an a priori model of change sustainability factors. In phase one, the research reveals the influence and significance of the model's change sustainability factors within 13 manufacturers. In phase two, four factors (Leadership, Political, Individual and Managerial) were selected for in-depth case study analyses in three manufacturers.

Findings

These point to when in the lean change, certain factors have the most influence on its sustainability. The Leadership factor and political factor are essential at the beginning and remain influential throughout. Employees' individual commitment (Individual factor) is significant in sustaining the change but it is at its most influential in the later stages. The Managerial factor (management approach) is influential in the mature stages of the programme.

Practical implications

Recognising where to put maximum focus during a lean change programme as it matures is crucial for management.

Originality/value

Sustaining lean change has not been studied from the perspective of what factors need to be emphasised at different stages in the programme for successful maturity to occur. Through empirical validation, this study helps address this knowledge gap.

Quick value overview

Interesting because – Researchers have found that the majority of lean implementations fail – changes to structures and working practices are made only to see the gains dissipate. Previous research has suggested that multiple factors including leadership, culture and politics influence the change towards a lean organisation. While studies have shown that such factors play a role, what has not been studied is the time, that is, when the factors influence the change process. This study investigated when 11 factors have the most influence on lean implementation. Theoretical value – The study extends the state-of-the-art understanding of implementation of lean in organisations by adding a time element. It is found that in order to have a change that is sustainable, that is, lasting at least 18 months, factors that indicate the importance to the organisation are influential during the entire implementation process. This includes how central the change is to the organisation, the influence of leadership that sets vision and goals, and the implementation methods. Factors that can set things in motion such as the influence of important stakeholders are important at the beginning of the implementation process but then decline in influence over time. While factors that seem to have to do more with how companies operate have less influence at the start but become more influential over time. These include employees' commitment, the managerial style and approach, the organisational policies and structure, and the organisational culture. Practical value – Introducing lean into an organisation and gaining its sustained benefits is often not successful. While factors have previously been identified that influence the success of lean implementation, this study provides additional practical insight. It helps manufacturers be more effective by pinpointing which factors should be focused on during the various stages of the implementation process.

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来源期刊
Journal of Manufacturing Technology Management
Journal of Manufacturing Technology Management Engineering-Control and Systems Engineering
CiteScore
16.30
自引率
7.90%
发文量
45
期刊介绍: The Journal of Manufacturing Technology Management (JMTM) aspires to be the premier destination for impactful manufacturing-related research. JMTM provides comprehensive international coverage of topics pertaining to the management of manufacturing technology, focusing on bridging theoretical advancements with practical applications to enhance manufacturing practices. JMTM seeks articles grounded in empirical evidence, such as surveys, case studies, and action research, to ensure relevance and applicability. All submissions should include a thorough literature review to contextualize the study within the field and clearly demonstrate how the research contributes significantly and originally by comparing and contrasting its findings with existing knowledge. Articles should directly address management of manufacturing technology and offer insights with broad applicability.
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