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Implementing lean production systems: barriers to change

机译：实施精益生产系统：变革的障碍

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Purpose - The purpose of this paper is help understand why implementing continuous improvement (CI) strategies can be difficult at times. It also addresses the problem of resistance to change within even those firms whose CEO is most fully committed to implementation of CI programs. Design/methodology/approach - The study focuses on a Fortune 500 manufacturing plant located in the Eastern USA. A survey was distributed to both salaried and unionized hourly employees. Findings - Results from the survey show that the problem lies primarily with an aging and high seniority hourly workforce and a lack of committed leadership at this research site. For example, salaried employees consistently provided higher positive ratings of CI initiatives. In addition, higher seniority was directly correlated with negative ratings. Finally, the study found that employees do not feel valued when they contribute to the improvement processes and that 100 per cent of the hourly male employees disagreed that "The Company considers the employees as the most important asset and will do what ever they can to keep their people".rnResearch limitations/implications - More theoretical questions cannot be added because of some internal constraints. Another limitation includes a workforce that is high in seniority in the hourly employees because of the unique situation in this company. This research paper asserts that both workers and unions need to understand that embracing positive change is their only route tb job security in this global economy.rnPractical implications - This study attempts to answer the following question: given that every company needs to improve its processes to remain competitive in the global market, why is it still difficult to implement total quality and lean programs?rnOriginality/value - This research addresses an issue that has not been covered in prior research. Most studies of process improvement deal with successful implementation. The data in this study comes from a firm which, while thoroughly committed to the concept of continuous improvement, has achieved only partial success due to the persistence of legacy attitudes on the part of unionized and high seniority employees.
机译：目的-本文的目的是帮助您理解为什么有时很难实施持续改进（CI）策略。它也解决了即使在CEO最完全致力于实施CI计划的公司内部也无法抵制变革的问题。设计/方法/方法-该研究集中于位于美国东部的财富500强制造工厂。已向受薪和工会的小时工进行了调查。调查结果-调查结果表明，问题主要出在该研究地点的老龄化和高资历的每小时劳动力，以及缺乏坚定的领导才能。例如，受薪员工始终对CI计划给予较高的肯定评价。此外，较高的资历与否定评级直接相关。最后，该研究发现，员工在为改进过程做出贡献时并没有感到自己的价值，而且每小时100％的男性员工不同意“公司将员工视为最重要的资产，并将尽其所能保持研究人员的局限性/含义-由于某些内部限制，无法添加更多理论问题。另一个限制是由于该公司的特殊情况，其每小时员工的资历很高。该研究论文断言，工人和工会都需要理解拥抱积极的变化是他们在全球经济中唯一获得工作安全的途径。rn实际意义-这项研究试图回答以下问题：每个公司都需要改善其流程以要在全球市场上保持竞争力，为什么仍要实施总体质量和精益计划呢？原创性/价值-这项研究解决了先前研究未涵盖的问题。大多数过程改进研究都是关于成功实施的。这项研究中的数据来自一家公司，该公司完全致力于持续改进的概念，但由于工会成员和高资历员工坚持传统态度，因此仅取得了部分成功。

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