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Exploring the role of human factors in lean management

机译：探索人为因素在精益管理中的作用

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Purpose - Although lean popularity is rapidly growing, its implementation is far from problem-free and companies may experience difficulties in sustaining long-term success. On this premises, the purpose of this paper is to understand to what extent human factors, affected by the implementation of both hard (defined as technical and analytical tools) and soft (concerning people and relations) lean practices, play a key role in achieving long-term superior performance. Design/methodology/approach - The analysis of the relationships between lean practices implementation, human factors and operational performance is carried out in a single exploratory case study. A retrospective approach is adopted to trace the changes of human and operational performance before, during and after the introduction of lean management (LM) implementation. In particular, a mixed method concurrent design merging results of a qualitative analysis with data collected from a survey is selected to provide a more realistic benefit in the exploration of the proposed research questions. Findings - The results show a short-term direct relationship between the implementation of lean practices (hard and soft) and physical work environment and job characteristics, directly connected to operational outcome. In the long term, operational performance is influenced by employee behaviour outcome and conditioned by physical work environment and job characteristics with the mediating effect of individual characteristics. Practical implications - The proposed model supports the building of a roadmap for LM implementation, taking into account the role of the human factors to achieve superior operational performance. Moreover, it helps managers to implement a monitoring system to check how social and technical components of a LM system evolve over time. Finally, it supports the definition of specific training programs, tailored for specific workers' types. Originality/value - This paper extends theory in LM, highlighting how hard and soft lean practices have to interact to enable a successful LM implementation.
机译：目的-尽管精益普及率正在迅速增长，但其实施远非毫无问题，并且公司在维持长期成功方面可能会遇到困难。在此前提下，本文的目的是了解人为因素在何种程度上受到硬（定义为技术和分析工具）和软（关于人与关系的）精益实践的实施的影响，在实现长期优越的性能。设计/方法/方法-在单个探索性案例研究中对精益实践实施，人为因素与运营绩效之间的关系进行分析。在采用精益管理（LM）实施之前，期间和之后，采用追溯方法来跟踪人员和运营绩效的变化。特别是，将定性分析的结果与从调查收集的数据进行合并的混合方法同时进行的设计被选择，以在探索提出的研究问题时提供更现实的益处。调查结果-结果显示，精益实践（硬性和软性）的实施与物理工作环境和工作特征之间存在短期直接关系，直接关系到运营成果。从长远来看，运营绩效受员工行为结果的影响，并受实际工作环境和工作特征的制约，并具有个体特征的中介作用。实际意义-考虑到人为因素在实现卓越运营绩效中所起的作用，所提出的模型支持了实施LM的路线图。此外，它还可以帮助管理人员实施监控系统，以检查LM系统的社会和技术组件随时间变化的情况。最后，它支持定义针对特定工人类型的特定培训计划。原创性/价值-本文扩展了LM的理论，强调了硬性和软性精益实践必须如何交互才能成功实施LM。

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