Journal of Economy Culture and Society

GÖNDERBİLGİ
EnglishTürkçe

Araştırma Makalesi


DOI :10.26650/JECS422720   IUP :10.26650/JECS422720    Tam Metin (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. 

Anahtar Kelimeler: Lean, Case study investigation, employees’ perceptions, France

GENİŞLETİLMİŞ ÖZET


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.


PDF Görünüm

Referanslar

  • Achanga, P., Shehab, E., Roy, R., & Nelder, G. (2006). Critical success factors for lean implementation within SMEs. Journal of Manufacturing Technology Management, 17(4), 460–471. http://dx.doi. org/10.1108/17410380610662889 google scholar
  • Ahlstrom, P. (1998). Sequences in the implementation of lean production. European Management Journal, 16(3), 327–334. google scholar
  • Atkinson, P. (2010). ‘Lean’ is a cultural issue. Management Services, 54(2), 35–42. google scholar
  • Bamber, L., & Dale, B. G. (2000). Lean production: A study of application in a traditional manufacturing environment. Production Planning and Control, 11(3), 291–298. google scholar
  • Bhasin, S. (2012). An appropriate change strategy for lean success. Management Decision, 50(3), 439– 458. http://dx.doi.org/10.1108/00251741211216223 google scholar
  • Bhasin, S. (2012). Prominent obstacles to lean. International Journal of Productivity and Performance Management, 61(4), 403–425. http://dx.doi.org/10.1108/17410401211212661 google scholar
  • Bhasin, S., & Burcher, P. (2006). Lean viewed as a philosophy. Journal of Manufacturing Technology Management, 17(1), 56–72. http://dx.doi.org/10.1108/17410380610639506 google scholar
  • Biazzo, S., & Panizzolo, R. (2000). The assessment of work organization in lean production: The relevance of the worker’s perspective. Integrated Manufacturing System, 11(1), 6–15. google scholar
  • Bicheno, J. (2004). The new lean toolbox - towards fast, flexible flow. Buckingham, UK: PICSIE Books. google scholar
  • Bicheno, J., & Holweg, M. (2009). The lean toolbox - the essential guide to lean transformation. Buckingham, UK: PICSIE Books. google scholar
  • Black, J. (2007). Design rules for implementing the Toyota production system. International Journal of Production Research, 45(16), 3639–3664. http://dx.doi.org/10.1080/00207540701223469 google scholar
  • Brown, K. A., & Mitchell, T. R. (1991). A comparison of JIT and batch manufacturing: The role of performance obstacles. The Academy of Management Journal, 34(4), 906–917. google scholar
  • Browning, T. R., & Heath, R. D. (2009). Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. Journal of Operations Management, 23–44. http://dx.doi. org/10.1016/j.jom.2008.03.009 google scholar
  • Cassell, C., & Symon, G. (2004). Essential guide to qualitative methods in organizational research. London, UK: SAGE Publications Ltd. google scholar
  • Coates, N., & Sloan, D. (2012). The Newcastle Business School Masters Dissertation. Harlow, UK: Pearson. google scholar
  • Collis, J., & Hussey, R. (2009). Business Research: A practical guide for undergraduate and postgraduate students. Basingstoke, UK: Palgrave Macmillan. google scholar
  • Corbett, S. (2007). Beyond manufacturing: The evolution of lean production. The McKinsey Quarterly, 3, 95–105. google scholar
  • de Treville, S., & Antonakis, J. (2006). Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues. Journal of Operations Management, 24(2), 99–123. http://dx.doi.org/10.1016/j.jom.2005.04.001 google scholar
  • Delbridge, R., Lowe, J., & Oliver, N. (2000). Shopfloor responsibilities under lean teamworking. Human Relations, 53(11), 1459–1479. google scholar
  • Doolen, T. L., & Hacker, M. E. (2005). A Review of Lean Assessment in Organizations An Exploratory Study of Lean Practices by Electronics Manufacturers. Journal of Manufacturing Systems, 24(1), 55–67. google scholar
  • Eswaramoorthi, M., Kathiresan, G. R., Prasad, P., & Mohanram, P. (2011). A survey on lean practices in Indian machine tool industries. International Journal of Advanced Manufacturing Technology, 52(9–12), 1091–1101. google scholar
  • Ghauri, P., & Gronhaug, K. (2010). Research methods in business studies. Harlow,UK: Pearson. google scholar
  • Gurumurthy, A., & Kodali, R. (2011). Design of lean manufacturing systems using value stream mapping with simulation a case study. Journal of Manufacturing Technology Management, 22(4), 444–473. google scholar
  • Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve A review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10), 994–1011. google scholar
  • Hines, P., Martins, A. L., & Beale, J. (2010). Testing the boundaries of lean thinking: Observations from the legal public sector. Public Money & Management, 28(1), 35–40. http://dx.doi. org/10.1111/j.1467-9302.2008.00616.x google scholar
  • Holweg, M. (2007). The genealogy of lean production. Journal of Operations Management, 25(2), 420–437. google scholar
  • Jayaraman, K., Kee, T. L., & Soh, K. L. (2012). The perceptions and perspectives of Lean Six Sigma (LSS) practitioners an empirical study in Malaysia. The TQM Journal, 24(5), 433–446. google scholar
  • Jha, S., Noori, H., & Michela, J. L. (1996). The dynamics of continuous improvement - aligning organizational attributes and activities for quality and productivity. International Journal of Quality, 1(1), 19–47. google scholar
  • Karlsson, C., & Åhlström, P. (1996). Assessing changes towards lean production. International Journal of Operations & Production Management, 16(2), 24–41. google scholar
  • Krafcik, J. F. (1988). Triumph of the lean production system. Sloan Management Review, 30(1), 41–52. google scholar
  • Landsbergis, P. A., Cahill, J., & Schnall, P. (1999). The impact of Lean production and related new systems of work organisation on worker health. Journal of Occupational Health Psychology, 4(2), 108–130. google scholar
  • Li, S., Rao, S. S., Ragu-Nathan, T. S., & Ragu-Nathan, B. (2005). Development and validation of a measurement instrument for studying supply chain management practices. Journal of Operations Management, 23(6), 618–641. http://dx.doi.org/10.1016/j.jom.2005.01.002 google scholar
  • Liker, J. K. (2004). The Toyota way: 14 Management principles from the world’s greatest manufacturer. New York, NY: McGraw-Hill. google scholar
  • Losonci, D., Demeter, K., & Jenei, I. (2011). Factors influencing employee perceptions in lean transformations. International Journal of Production Economics, 131(1), 30–43. google scholar
  • Maleyeff, J., Arnheiter, E. A., & Venkateswaran, V. (2012). The continuing evolution of Lean Six Sigma. The TQM Journal, 24(6), 542–555. google scholar
  • Mehri, D. (2006). The darker side of lean: An insider’s perspective on the realities of the Toyota production system. Academy of Management Perspectives, 20(2), 21–42. google scholar
  • Meiling, J., Backlund, F., & Johnsson, H. (2012). Managing for continuous improvement in off-site construction Evaluation of lean management principles. Engineering, Construction and Architectural Management, 19(2), 141–158. google scholar
  • Nasab, H. H., Bioki, A. T., & Zare, K. H. (2012). Finding a probabilistic approach to analyze lean manufacturing. Journal of Cleaner Production, 29(30), 73–81. google scholar
  • Olivella, J., Cuatrecasas, L., & Gavilan, N. (2008). Work organisation practices for lean production. Journal of Manufacturing Technology Management, 19(7), 798–811. google scholar
  • Pavnaskar, S. J., Gershenson, J. K., & Jambekar, A. B. (2003). Classification scheme for lean manufacturing tools. International Journal of Production Research, 41(13), 3075–3090. google scholar
  • Perez, M. P., & Sanchez, A. M. (2000). Lean production and supplier relations: A survey of practices in the Aragonese automotive industry. Technovation, 20(2), 665–676. google scholar
  • Pettersen, J. (2009). Defining lean production: some conceptual and practical issues. The TQM Journal, 21(2), 127–142. google scholar
  • Punch, K. F. (2005). Introduction to Social Research: Quantitative and Qualitative approaches. London, UK: Sage. google scholar
  • Salem, O., Solomon, J., Genaidy, A., & Minkarah, I. (2006). Lean construction: From theory to implementation. Journal of Management of Engineering, 22(4), 168–175. google scholar
  • Saunders, M., Lewis, P., & Thornhill, A. (2007). Research methods for business students. Edingurgh, UK: Pearson Education Limited. google scholar
  • Saurin, T. A., Marodin, G. A., & Ribeiro, J. L. (2011). A framework for assessing the use of lean production practices in manufacturing cells. International Journal of Production Research, 49(11), 3211–3230. google scholar
  • Scherrer-Rathje, M., Boyle, T. A., & Deflorin, P. (2009). Lean, take two! Reflections from the second attempt at lean implementation. Business Horizons, 52(1), 79–88. http://dx.doi.org/10.1016/j. bushor.2008.08.004 google scholar
  • Sekaran, U., & Bougie, R. (2010). Research methods for business: A skill building approach. Chichester, UK: John Wiley and Sons. google scholar
  • Seppälä, P., & Klemola, S. (2004). How do employees perceive their organization and job when companies adopt principles of lean production? Human Factors and Ergonomics in Manufacturing, 14(2), 157–180. google scholar
  • Sezen, B., Karakadilar, I. S., & Buyukozkan, G. (2012). Proposition of a model for measuring adherence to lean practices: Applied to Turkish automotive part suppliers. International Journal of Production Research, 50(14), 3878–3894. http://dx.doi.org/10.1080/00207543.2011.603372 google scholar
  • Shah, R., & Ward, P. T. (2003). Lean manufacturing: Context, practice bundles, and performance. Journal of Operations Management, 21(2), 129–149. google scholar
  • Shah, R., & Ward, P. T. (2007). Defining and developing measures of lean production. Journal of Operations Management, 25(4), 785–805. http://dx.doi.org/10.1016/j.jom.2007.01.019 google scholar
  • Sim, K. L., & Rogers, J. W. (2009). Implementing lean production systems: Barriers to change. Management Research News, 32(1), 37–49. http://dx.doi.org/10.1108/01409170910922014 google scholar
  • Simons, H. (2009). Case study research in practice. London, UK: Sage. google scholar
  • Soderquist, K., & Motwani, J. (1999). Quality issues in lean production implementation: A case study of a French automotive supplier. Total Quality Management, 10(8), 1107–1122. doi:09544127/99/081107-16 google scholar
  • Sullivan, D. (2012). Exploring text with qualitative data analysis: Using a dialogical approach. London, UK: Sage. google scholar
  • Vidal, M. (2007). Lean production, worker empowerment, and job satisfaction: A qualitative analysis and critique. Critical Sociology, 33(1–2), 247–278. google scholar
  • Vinodh, S., & Chintha, S. K. (2011). Leanness assessment using multi-grade fuzzy approach. International Journal of Production Research, 49(2), 431–445. http://dx.doi.org/10.1080/00207540903471494 google scholar
  • Vinodh, S., & Joy, D. (2012). Structural Equation Modelling of lean manufacturing practices. International Journal of Production Research, 50(6), 1598–1607. google scholar
  • Warnecke, H. J., & Hiiser, M. (1995). Lean production. International Journal of Production Economics, 41, 37–43. google scholar
  • Wickramasinghe, D., & Wickramasinghe, V. (2011). Perceived organisational support, job involvement and turnover intention in lean production in Sri Lanka. International Journal of Advanced Manufacturing Technology, 55, 817–830. http://dx.doi.org/10.1007/s00170-010-3099-z google scholar
  • Womack, J. P., & Jones, D. T. (1996). Lean thinking - banish waste and create wealth in your corporation. London, UK: Simon & Schuster UK Ltd. google scholar
  • Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world. New York, NY: Rawson Associates. google scholar
  • Woodside, A. G. (2010). Case study research: Theory - methods - practice. Bingley,UK: Emerald Group Publishing Limited. google scholar
  • Yin, R. K. (2009). Case study research - design and methods. London, UK: Sage google scholar
  • Yin, R. K. (2011). Qualitative Research from start to finish. New York, NY: The Guilford Press. google scholar
  • Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2010). Business research methods. Mason,Ohio: South Western Cengage Learning. google scholar

Atıflar

Biçimlendirilmiş bir atıfı kopyalayıp yapıştırın veya seçtiğiniz biçimde dışa aktarmak için seçeneklerden birini kullanın


DIŞA AKTAR



APA

Hollevılle, L., & Bennett, D. (0001). 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. 0001;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, 0001.


Chicago: Author-Date Style

Hollevılle, Laura, and David Bennett. 0001. “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 (Nov. 2024): 93-150. https://doi.org/10.26650/JECS422720


Harvard: Australian Style

Hollevılle, L & Bennett, D 0001, '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 24 Nov. 2024, https://doi.org/10.26650/JECS422720


Harvard: Author-Date Style

Hollevılle, L. and Bennett, D. (0001) ‘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 (24 Nov. 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, 0001, 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]. 24 Nov. 2024 [cited 24 Nov. 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 (Nov. 2024): 93-150. https://doi.org/10.26650/JECS422720



ZAMAN ÇİZELGESİ


Gönderim10.04.2018
Kabul17.05.2018

LİSANS


Attribution-NonCommercial (CC BY-NC)

This license lets others remix, tweak, and build upon your work non-commercially, and although their new works must also acknowledge you and be non-commercial, they don’t have to license their derivative works on the same terms.


PAYLAŞ




İstanbul Üniversitesi Yayınları, uluslararası yayıncılık standartları ve etiğine uygun olarak, yüksek kalitede bilimsel dergi ve kitapların yayınlanmasıyla giderek artan bilimsel bilginin yayılmasına katkıda bulunmayı amaçlamaktadır. İstanbul Üniversitesi Yayınları açık erişimli, ticari olmayan, bilimsel yayıncılığı takip etmektedir.