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DOI :10.26650/JECS422720   IUP :10.26650/JECS422720    Full Text (PDF)

Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation

Laura Hollevılle, David Bennett

Purpose: The objective of this research is to investigate and analyse the implementation of Lean philosophy in two production plants SMEs –one in Britain and one in France- both belonging to the same global American printing solutions and technology services organısation. The aim of the study is to analyse the impact of lean practices on employees and on the organisation itself as well as the critical factors for a successful implementation.

Design/methodology/approach: Using a case study approach, the collection of primary data for this dissertation consisted of semi-structured face-to-face interviews – seven in Britain and five in France - as well as observations in both SMEs during the visits on-site.

Findings; The evaluation of Lean practices in both companies revealed significant similarities concerning the principal Lean practices implemented and a general agreement about the importance of Lean in the current work place. On the other hand, the study indicated differences in terms of cultural issues and internal barriers for a successful Lean adoption.

Research Limitations/Implications: The samples between both companies we different in terms of job position distribution. This study provides recommendations beneficial to other organisations adopting Lean.

Originality/Value: The novelty of this study stems from the exploration of workers’ points of view in relation to Lean practices, their implementation and their value in the work environment. Although the investigation undertaken in this research is based on only two SMEs with different backgrounds, this study would recommend how SMEs can develop and improve their Lean practices in the working place. 

Keywords: Lean, Case study investigation, employees’ perceptions, France

EXTENDED ABSTRACT


The industrial scenario has witnessed a radical change over the past two decades with globalisation, changing market conditions, customer expectations and emerging technologies. This context sets companies in a very perilous situation since they must operate in a very reactive manner and seek more effective operations at all levels of the supply chain (Achanga, Shehab, Roy, & Nelder, 2006; Doolen & Hacker, 2005).

In order to sustain growth in this competitive scenario, organisations have started the reorientation of their competencies by the adoption and implementation of new approaches (Vinodh & Joy, 2012). The Lean Production practices initially developed by Taiichi Ohno at Toyota in the 1990s has contrasted with the western traditional ‘mass production’ methods which have influenced production as well as logistics and supply chain activities all around the world (Bhasin & Burcher, 2006; Nasab, Bioki, & Zare 2012; Olivella, Cuatrecasas, & Gavilan, 2008). Lean is described as a revolutionary process. Primarily it was developed in the automobile sector, but the concept of Lean production is making inroads in other manufacturing industries and even service industries such as insurance companies, hospitals, government agencies with the same objectives (Black, 2007; Corbett, 2007; Doolen & Hacker, 2005; Hines, Holweg, & Rich, 2004; Karlsson & Åhlström, 1996; Losonci, Demeter, & Jenei, 2011; Mehri, 2006; Seppälä & Klemola, 2004; Warnecke & Hiiser, 1995; Wickramasinghe & Wickramasinghe, 2011). Lean’s target is to improve the organisation’s performance by eliminating unnecessary activities, by reducing the wasteful usage of resources, and by aiming to adopt a comprehensive approach with employees, suppliers and customers (Maleyeff, Arnheiter, & Venkateswaran, 2012; Pavnaskar, Gershenson, & Jambekar, 2003).  

According to Wickramasinghe and Wickramasinghe (2011) and Vidal (2007), employee involvement does not inevitably imply job satisfaction. Similarly, the fundamental advancements of successful Lean organisations such as lower inventory and quicker lead times should be balanced with human-related performance obstacles (Brown & Mitchell, 1991).

The literature relates both positive and negative aspects of Lean on workers’ well-being and social climate (Eswaramoorthi, Kathiresan, Prasad, & Mohanram, 2011; Seppälä & Klemola, 2004). For Seppälä and Klemola (2004), the extent to which negative or positive outcomes are perceived by employees is related to the management of change within the company and its consequences on employment, job security and relationships at the workplace. The literature has identified that one of the main barriers in adopting Lean practices is the lack of awareness of the techniques or methods to use and how to employ them in the workplace (Achanga et al., 2006; Olivella et al., 2008). Indeed, misapplication of some practices may imply supplement of resources, money and time (Eswaramoorthi et al., 2011). 

The objective of this research is to investigate and analyse the implementation of Lean philosophy in two production plants SMEs –one in Britain and one in France- both belonging to the same global American printing solutions and technology services organısation. The main aim of the study is to analyse the impact of lean practices on employees and on the organisation itself as well as the critical factors for a successful implementation. The novelty of this study stems from the exploration of workers’ points of view in relation to Lean practices, their implementation and their value in the work environment. Although the investigation undertaken in this research is based on only two SMEs with different backgrounds, this study would recommend how SMEs can develop and improve their Lean practices in the working place.

Using a case study approach, the collection of primary data for this dissertation consisted of semistructured face-to-face interviews – seven in Britain and five in France - as well as observations in both SMEs during the visits on-site. 

The evaluation of Lean practices in both companies revealed significant similarities concerning the principal Lean practices implemented and a general agreement about the importance of Lean in the current work place. Both organisational cultures are involved in CI projects or Kaizen projects with cross-functional teams and leaders associated with the projects. Similar to the “quality circles” mentioned in the literature, these CI projects are mostly year-long projects and gather two or three employees at some point along the project. Standardisation was not the strong point of Lean practices in either of the two companies. In terms of housekeeping and cleanliness of the work environment, the 5S or 6S program is established or about to be established in the companies.

On the other hand, the study indicated differences in term of cultural issues and internal barriers for a successful Lean adoption. In terms of cultural difference, the most striking result to emerge from the data is that the English language is an essential determinant of people involvement in Lean. This difference also reflects the fact that English employees are more familiar with the concept of Lean and its purpose of eliminating waste across the whole company and not from an individual point of view. Apart from the issue of language, the UK Company seems more invested in Lean as 5S audits, standards, suggestions and rewards systems are already in place whereas they are still only in progress for the French company.


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APA

Hollevılle, L., & Bennett, D. (2018). Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation. Journal of Economy Culture and Society, 0(57), 93-150. https://doi.org/10.26650/JECS422720


AMA

Hollevılle L, Bennett D. Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation. Journal of Economy Culture and Society. 2018;0(57):93-150. https://doi.org/10.26650/JECS422720


ABNT

Hollevılle, L.; Bennett, D. Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation. Journal of Economy Culture and Society, [Publisher Location], v. 0, n. 57, p. 93-150, 2018.


Chicago: Author-Date Style

Hollevılle, Laura, and David Bennett. 2018. “Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation.” Journal of Economy Culture and Society 0, no. 57: 93-150. https://doi.org/10.26650/JECS422720


Chicago: Humanities Style

Hollevılle, Laura, and David Bennett. “Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation.” Journal of Economy Culture and Society 0, no. 57 (May. 2024): 93-150. https://doi.org/10.26650/JECS422720


Harvard: Australian Style

Hollevılle, L & Bennett, D 2018, 'Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation', Journal of Economy Culture and Society, vol. 0, no. 57, pp. 93-150, viewed 2 May. 2024, https://doi.org/10.26650/JECS422720


Harvard: Author-Date Style

Hollevılle, L. and Bennett, D. (2018) ‘Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation’, Journal of Economy Culture and Society, 0(57), pp. 93-150. https://doi.org/10.26650/JECS422720 (2 May. 2024).


MLA

Hollevılle, Laura, and David Bennett. “Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation.” Journal of Economy Culture and Society, vol. 0, no. 57, 2018, pp. 93-150. [Database Container], https://doi.org/10.26650/JECS422720


Vancouver

Hollevılle L, Bennett D. Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation. Journal of Economy Culture and Society [Internet]. 2 May. 2024 [cited 2 May. 2024];0(57):93-150. Available from: https://doi.org/10.26650/JECS422720 doi: 10.26650/JECS422720


ISNAD

Hollevılle, Laura - Bennett, David. “Evaluation and Comparison of Lean Manufacturing Practices in Britain and France: A Case Study of a Printing Solutions Organisation”. Journal of Economy Culture and Society 0/57 (May. 2024): 93-150. https://doi.org/10.26650/JECS422720



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Submitted10.04.2018
Accepted17.05.2018

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