THE INFLUENCE OF PEOPLE MANAGEMENT PRACTICES ON A CULTURE OF LEAN MANUFACTURING

Trentin, Luciano; Tontini, Gérson

doi:10.5902/1983465965469

Luciano Trentin

Definition of research problem

Development of hypotheses or research questions (empirical studies)

Development of theoretical propositions (theoretical work)

Theoretical foundation

Literature review

Definition of methodological procedures

Data collection

Statistical analysis

Analysis and interpretation of data

Critical revision

Manuscript writing

Universidade Regional de Blumenau - FURB. Blumenau, Santa Catarina, Brazil

https://orcid.org/0000-0002-7916-3536

Gérson Tontini

Definition of research problem

Development of hypotheses or research questions (empirical studies)

Development of theoretical propositions (theoretical work)

Theoretical foundation

Literature review

Definition of methodological procedures

Data collection

Statistical analysis

Analysis and interpretation of data

Critical revision

Manuscript writing

Universidade Regional de Blumenau - FURB. Blumenau, Santa Catarina, Brazil

https://orcid.org/0000-0002-7430-562X

Conflict of Interest: The authors have stated that there is no conflict of interest.

AUTHORS: 1. Luciano Trentin Universidade Regional de Blumenau - FURB Blumenau, Santa Catarina, Brazil. Doctor in Accounting and Administration. E-mail: trentinluciano@yahoo.com.br; 2. Gérson Tontini Universidade Regional de Blumenau - FURB Blumenau, Santa Catarina, Brazil. Doctor in Mechanical Engineering and Post Doctorate in Administration. E-mail: tontini@furb.br.

	Dimension	Description
People Management Practices	Recruitment and Selection	Create strategies to recruit and select professionals who are willing to get involved and commit to the activities developed in the organization (Freitas, 2014Freitas, E. (2014). The influence of Human Resource Management on environmental performance in the Brazilian mechanical sector. Doctoral Thesis in Administration, University Ninth of July - UNINOVE, São Paulo/SP.).
	Retaining talent	Financial reward programs or not, with the purpose of giving back, valuing, and stimulating the behaviors and actions of people who add value to the organization (Bohlander & Snell, 2014Bohlander, G., & Snell, S. (2014). Administração de recursos humanos. 3ª edição. Editora Cengage Learning, 788p. ISBN-10:‎ 8522118191; Boudreau & Milkovich, 1999Boudreau, J., Hopp, W., McClain, J. O., & Thomas, L. J. (2003). On the interface between operations and human resources management. Manufacturing & Service Operations Management, 5(3), 179-202. https://doi.org/10.1287/msom.5.3.179.16032 https://doi.org/10.1287/msom.5.3.179.160... ).
	People development	Promote and expand the acquisition of competencies, rules, concepts, or attitudes that result in better synergy between the characteristics of the people and the demands of organizational roles exercised (Freitas, 2014Freitas, E. (2014). The influence of Human Resource Management on environmental performance in the Brazilian mechanical sector. Doctoral Thesis in Administration, University Ninth of July - UNINOVE, São Paulo/SP.; Boudreau & Milkovich, 1999Boudreau, J. W., & Milkovich, G. T. (1999). Human resource Management. 1st edition. Publisher Atlas, 536p. ISBN-10: 8522423121).
	Work contract	Manage the administrative and legal control processes, regarding the labor relations between employees and employers (Júnior, Morais, & Teixeira, 2013Júnior, I. L., Morais, F. C. L., & Teixeira, F. S. (2013). Compliance with the routines of the personnel department of a construction company in Coronel Fabriciano in relation to labor and social security legislation. In 1st Integrated Accounting Congress-Governador Valadares/MG-24 e 25.).
	Work environment	Environments constituted in people's behavior and engagement with established organizational practices, are conducive to human development, good interpersonal relationships, and well-being inside and outside the work environment (McClean & Collins, 2011McClean, E., & Collins, C. J. (2011). High-commitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms. Human resource management, 50(3), 341-363. https://doi.org/10.1002/hrm.20429 https://doi.org/10.1002/hrm.20429... ; Trentin et al., 2016Trentin, L., dos Santos, A. J., Batiz, E. C., & Duarte, M. A. T. (2016). Qualidade de vida em uma empresa têxtil: levantamento do nível de satisfação dos funcionários. ESPACIOS Magazine, 37(7). ISSN 0798-1015).
Lean Benchmarking	Demand	Understanding the basic characteristics of the quantity of goods or services that consumers want to purchase at a given price in a given market, over a certain time (Mas-Colell, Whinston, & Green, 1995Mas-Colell, A., Whinston, M. D., & Green, J. R. (1995). Microeconomic theory. 1st edition. Publisher Oxford university press, 1008p. ISBN-10:‎ 0195073401., p.580-582).
	Product	Everything that can satisfy a desire or a need, is based on the design, packaging, distribution, price quality, and guarantee of the offered product (Mont, 2002Mont, O. K. (2002). Clarifying the concept of product-service system. Journal of Cleaner Production, 10(3), 237-245. https://doi.org/10.1016/S0959-6526(01)00039-7 https://doi.org/10.1016/S0959-6526(01)00... ).
	PPC	It provides the necessary conditions to support the decision-making process on what, how much, when, where, and how to produce or buy the inputs and products processed in the production system (Tubino, Poler, & Silva, 2011Tubino, D. F., Poler, R. E., & Silva, G. G. M. P. (2011). Lean manufacturing implementation: An exploratory study of Brazilian companies. POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23.)
	Shop Floor	It investigates structures present in the organization, or department, that enable the effective transformation of primary inputs into semi-finished and finished products. It focuses on analyzing how human resources and physical infrastructure are being applied to achieve the desired results (Tubino, Poler, & Silva, 2011Tubino, D. F., Poler, R. E., & Silva, G. G. M. P. (2011). Lean manufacturing implementation: An exploratory study of Brazilian companies. POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23.).

		Organization
		Dimension	Company 1		Company 2		Company 3		Company 4		Company 5		All
		Dimension	Mean	SD	Mean	SD	Mean	SD	Mean	SD	Mean	SD	Mean	SD
Macro Dimension	People Management Practices	Recruitment and selection	2.68	0.630	2.88	0.504	2.91	0.611	3.22	0.637	3.42	0.486	3.02	0.634
		Retaining talent	2.68	0.772	2.81	0.608	3.21	0.808	3.44	1.100	4.02	0.454	3.24	0.911
		People developing	2.91	0.494	3.08	0.425	3.08	0.709	3.29	0.636	3.08	0.559	3.08	0.578
		Work contract	2.83	0.562	2.97	0.479	3.17	0.608	3.35	0.731	3.73	0.338	3.22	0.639
		Work environment	2.64	0.708	2.85	0.714	3.07	0.637	3.36	0.825	3.79	0.430	3.15	0.787
		Total	2.75	0.491	2.92	0.371	3.09	0.524	3.33	0.665	3.61	0.325	3.15	0.576
	Lean Benchmarking	Demand	2.99	0.510	3.06	0.519	2.85	0.662	3.29	0.581	2.90	0.452	3.01	0.561
		Product	2.79	0.538	3.05	0.440	3.01	0.498	3.30	0.682	2.90	0.428	3.00	0.546
		PCP	3.80	0.694	3.92	0.604	3.69	0.578	3.85	0.582	3.75	0.527	3.80	0.601
		Shop floor	2.84	0.513	3.04	0.416	2.83	0.497	3.17	0.612	2.89	0.423	2.95	0.509
		Total	3.12	0.430	3.28	0.280	3.09	0.352	3.43	0.407	3.19	0.280	3.22	0.373
Number of respondents			65		58		55		57		68		303

Wilcoxon-Mann-Whitney (U test)		Macro Dimension
		People Management Practices					Lean Benchmarking
		Dimension					Dimension
		Recruitment and selection	Retaining talent	People developing	Work contract	Workenvironment	Demand	Product	PCP	Shop floor
Company 1 and Company 2	Result	≠ AV	≅ AV	≅ AV	≅ AV	≅ AV	≅ AV	≠ AV	≅ AV	≠ AV
	p-value	0.037	0.255	0.055	0.201	0.084	0.820	0.003	0,538	0,029
	U test	1476.0	1661.5	1517.5	1634.5	1545.0	1841.0	1297.0	1764.5	1457.5
Company 1 and Company 3	Result	≠ AV	≠ AV	≅ AV	≠ AV	≠ AV	≅ AV	≅ AV	≅ AV	≅ AV
	p-value	0.022	0.001	0.328	0.004	0.001	0.111	0.051	0.170	0.457
	U test	1356.0	1151.5	1606.5	1248.5	1142.5	1487.5	1421.5	1528.5	1647.0
Company 1 and Company 4	Result	≠ AV	≠ AV	≠ AV	≠ AV	≠ AV	≠ AV	≠ AV	≅ AV	≠ AV
	p-value	0.000	0.000	0.001	0.000	0.000	0.007	0.000	0.845	0.008
	U test	989.0	1092.0	1196.0	1095.5	947.5	1333.5	1097.0	1814.5	1335.0
Company 1 and Company 5	Result	≠ AV	≠ AV	≅ AV	≠ AV	≠ AV	≅ AV	≅ AV	≅ AV	≅ AV
	p-value	0.000	0.000	0.236	0.000	0.000	0.165	0.189	0.160	0.942
	U test	762.5	334.0	1954.0	325.0	423.0	1904.0	1924.0	1899.5	2194.0
Company 2 and Company 3	Result	≅ AV	≠ AV	≅ AV	≅ AV	≅ AV	≅ AV	≅ AV	≠ AV	≠ AV
	p-value	0.601	0.007	0.444	0.070	0.083	0.057	0.510	0.039	0.006
	U test	1504.5	1128.0	1465.0	1281.0	1294.0	1267.5	1481.0	1237.0	1121.5
Company 2 and Company 4	Result	≠ AV	≠ AV	≠ AV	≠ AV	≠ AV	≅ AV	≅ AV	≅ AV	≅ AV
	p-value	0.001	0.002	0.037	0.002	0.001	0.072	0.095	0.386	0.425
	U test	1062.5	1090.0	1286.0	1099.5	1069.0	1333.5	1356.5	1498.5	1511.0
Company 2 and Company 5	Result	≠ AV	≠ AV	≅ AV	≠ AV	≠ AV	≅ AV	≠ AV	≠ AV	≠ AV
	p-value	0.000	0.000	0.603	0.000	0.000	0.137	0.038	0.045	0.028
	U test	887.0	256.0	1868.5	358.0	550.5	1672.0	1553.5	1563.5	1527.5
Company 3 and Company 4	Result	≠ AV	≅ AV	≠ AV	≅ AV	≠ AV	≠ AV	≠ AV	≅ AV	≠ AV
	p-value	0.007	0.171	0.030	0.155	0.046	0.000	0.034	0.183	0.002
	U test	1105.0	1333.0	1201.0	1324.5	1225.5	878.0	1205.0	1339.0	1039.5
Company 3 and Company 5	Result	≠ AV	≠ AV	≅ AV	≠ AV	≠ AV	≅ AV	≅ AV	≅ AV	≅ AV
	p-value	0.000	0.000	0.971	0.000	0.000	0.511	0.255	0.731	0.342
	U test	993.0	766.5	1863.0	831.0	652.0	1741.5	1648.5	1802.5	1684.0
Company 4 and Company 5	Result	≅ AV	≠ AV	≠ AV	≠ AV	≠ AV	≠ AV	≠ AV	≅ AV	≠ AV
	p-value	0.185	0.044	0.045	0.014	0.005	0.000	0.001	0.318	0.008
	U test	1672.5	1534.5	1541.0	1447.0	1372.5	1177.0	1267.0	1737.0	1403.0

Macro Dimension	Cronbach’s α	Number of items
People Management Practices	0,892	25
Lean Benchmarking	0,826	37

KMO e Bartlett’s test
Kaiser-Meyer-Olkin measure of sampling adequacy.		.725
Bartlett's sphericity test	Approx. Chi-square	1155.686
	Df.	36
	Sig.	.000

	Factor		Variance
	1	2	Variance (%)	Accumulated (%)
Retaining talent	.894		38.765	38.765
Work contract	.887
Work environment	.846
Recruitment and selection	.815
People developing	.607
Demand		.793	20.126	58.891
Product		.679
PCP		.628
Shop floor		.518

Dimension	Lean Benchmarking (%)										LBM Reference (%)
	Company 1		Company 2		Company 3		Compa 4		Company 5
	PR	PF	PR	PF	PR	PF	PR	PF	PR	PF
Demand	41	73	40	74	47	63	40	70	47	69	60
Product	49	73	49	68	52	68	48	74	51	64
PCP	76	81	75	83	71	82	78	80	70	75
Shop floor	63	60	61	57	60	54	60	58	60	57
General indicator	57	72	56	70	58	67	57	70	57	66	60

Hypotheses	β	p-value	Situação
H₁: The practice of Recruitment and Selection influences the implementation of lean manufacturing;	0,462	0,000	Hypothesis not rejected
H₂: The practice of Retaining Talent influences the implementation of lean manufacturing;	-0,201	0,026	Hypothesis not rejected
H₃: The practice of People Developing influences the implementation of lean manufacturing;	0,320	0,000	Hypothesis not rejected
H₄: The practice of Work Contract influences the implementation of lean manufacturing;	0,105	0,232	Hypothesis rejected
H₅: The practice of Work Environment influences the implementation of lean manufacturing.	-0,209	0,009	Hypothesis not rejected

Dimension Recruitment and selection		Description of Practices / Affirmations
R&S-01	External and internal capture	Does it carry out a formal competency-based recruitment and selection process (CHA) for the allocation and movement of employees?
R&S-02	Social networks	Are social networks used as a complementary tool in the selection process, in order to increase the volume of candidates and the possibility of anticipating information about the behavior of candidates through profiles on the networks?
R&S-03	Integration Program	Does it offer employees an introductory course (integration) to better adapt to the organization's culture, policies and regulations?
R&S-04	Adaptation Program (experience contract/change of position)	Does it offer introductory or training courses for new employees and training in the event of internal movement?
R&S-05	Dismissal interview	Does it carry out actions (dismissal interviews) to identify the causes of voluntary dismissals/exonerations, adopting practices to increase the employee retention rate?
Dimension Retaining talent		Description of Practices / Affirmations
RET-01	Fixed Remuneration	Does it homogenize and standardize wages, facilitating internal balance (consistency of wages within the organization) and external balance (consistency of organization wages compared to market wages)?
RET-02	Variable Remuneration	Does it run an award/bonus program (recognition for high performance) in line with organizational goals and the interests of employees?
RET-03	Benefit Plan	Does it have a set of quality benefit programs or plans offered as a complement to the remuneration system (eg Health Insurance, Life Insurance, Food, Scholarship, Agreements, etc.)?
RRET-04	Performance Metrics	Does it establish individual and/or team performance metrics aligned with the organization's goals?
RET-05	Succession Plan	Does it prepare employees, highlighted by potential and superior performance, enabling them to occupy key positions, thus ensuring back up to strategic positions?
Dimension People developing		Description of Practices / Affirmations
PED-01	Technical/Operational Training/On the Job Training	Does it train and/or guide the workforce in relation to knowledge sharing and diffusion? Do you carry out a knowledge management process, documenting and sharing knowledge with employees?
PED-02	Formal Education / Fellowship Program	Does it develop a succession process for leadership positions, offering training and competence development programs that meet the needs of each management level (from operational to strategic), including potential leaders?
PED-03	PDE/I - Team or Individual Development Program	Does it establish partnerships between the people management area and the other areas of the organization, aiming at the development, solutions and services to meet the development needs of teams and people (eg identified performance/competencies gaps)?
PED-03	PDE/I - Team or Individual Development Program	Does it carry out a process to evaluate the results of training and development actions and assess whether they have eliminated or reduced identified performance/competence gaps?
PED-04	Internal Communication	Performs communication actions to share the organizational strategic plan and other information/documents related to it with all employees?
PED-05	Internship / Trainee / Apprenticeship Program	Does it contribute to the Educational System, through the educational institutions with which it maintains close cooperation, in the training of future professionals, integrating actions and exchanging information with the technical/academic environment, regarding professional training?
PED-06	Performance Assessment	Identifies individual training needs when evaluating performance of employees, taking them into account in subsequent assessments? Do you train all members of senior management and other managers in performance management?
Dimension Work contract		Description of Practices / Affirmations
WOC-01	Admissions/Dismissals (professional registration)	Does it ensure compliance by the organization with all labor obligations related to the area?
WOC-02	Payroll (Vacation/Terminations /Payroll/Time Control) and Taxes	Does it perform internal and/or external payroll processing? Do you record (point card) and pay the amount of remuneration, discounts or rebates, net value to which each employee is entitled? Do you make the accounting entries of expenses with salary, social charges levied such as Social Security Contribution (INSS), Income Tax (IR), and the Guarantee Fund for Time of Service (FGTS)?
WOC-02		Does the collection/payment of state and federal taxes comply with the provisions of current legislation?
WOC-03	Audit	Does it carry out internal and/or external audits periodically on the payroll?
WOC-04	Union Negotiation	Does it mediate understandings and negotiations with professional bodies, evaluating their meaning and implications, in the search for results that, in terms of cost/benefit, can meet the demands of employees and protect the interests of the organization?
WOC-05	Labor Processes	Does it submit the processes of recognition of the right/advantage of employees to the prior pronouncement of the legal area and senior management?
Dimension Work environment		Description of Practices / Affirmations
WOE-01	Climate/Opinion Survey	Does it collect data (e.g., interviews with employees, organizational climate surveys, employee opinion surveys) to verify that members of senior management and other managers demonstrate effective skills in managing organizational resources? Does it check the opinion of employees regarding the work environment and use the results to guide eventual changes?
WOE-02	Occupational Health and Safety	Does it carry out a process to identify and report to any consultative or deliberative body (e.g., Occupational Hygiene Committee, CIPA, etc.) any risks related to human resources, so that measures are taken to mitigate risk situations?
WOE-03	Quality of Life at Work	Evaluate the costs and benefits of quality-of-life programs, verifying whether they are contributing to the achievement of employee retention goals? Does it promote quality of work life programs and allocate necessary resources to establish and sustain these programs? Does it check the opinion of employees regarding the work environment and use the results to guide eventual changes?
WOE-04	Community Relationship	Does it invest in relationship actions that bring benefits to the community and employees, in addition to generating gains for the internal environment and in the perception that customers have of the company itself?

Demand indicator		Description of the scores
DEM-01	Demand forecast model	Score 1 - Company does not have a formal model to forecast demand and uses only the experience of the sales staff to forecast main items.
		Score 3 - Company has a formal model to forecast demand, with software, but only makes the forecast for main items.
		Score 5 - Company has a formal model to forecast demand, with software, and makes the forecast for all items.
DEM-02	ABC management of demand	Score 1 - Company does not have a formal model for ABC management of demand.
		Score 3 - Company has, and eventually uses, a formal model for ABC management of demand, with software.
		Score 5 - Company has, and always uses, a formal model for ABC managgement of demand, with software.
DEM-03	Market analysis	Score 1 - Company does not have a formal model for communication channel with the main customers.
		Score 3 - Company has, and eventually uses, a formal model for communication channel, with software and other techniques, for the main customers.
		Score 5 - Company has, and always uses, a formal model for communication channel, with software and other techniques, for the main customer.
DEM-04	Forecast reliability	Score 1 - Company misses more than 40% of demand forecast.
		Score 3 - Company misses between 20% and 30% of demand forecast.
		Score 5 - Company misses less than 10% of demand forecast.
DEM-05	Concentration degree	Score 1 - Company does not have demand concentration.
		Score 3 - Company has more than 50% of the demand at less than 30% of items.
		Score 5 - Company has more than 50% of the demand at less than 10% of items.
DEM-06	Frequency degree	Score 1 - Company has less than 20% of items with monthly sales frequency.
		Score 3 - Company has between 30% and 40% of items with monthly sales frequency.
		Score 5 - Company has more than 50% of items with monthly sales frequency.
DEM-07	Confirmed demand degree	Score 1 - Company has less than 20% of confirmed demand before beginning production.
		Score 3 - Company has between 40% and 30% of confirmed demand before beginning production.
		Score 5 - Company has more than 50% of confirmed demand before beginning production.
DEM-08	Demand response	Score 1 - PPC of company accesses the information of demand forecast, or confirmed orders in advance of the promised delivery date.
		Score 3 - PPC of company accesses the information of demand forecast, or confirmed orders, in advance of, or equal to, the promised delivery date.
		Score 5 - PPC of company accesses the information of demand forecast, or confirmed orders, after the promised delivery date.
Product indicators		Description of the scores
PRO-01	Concurrent Engineering	Score 1 - Company does not have a formal multifunctional model to design new products.
		Score3 - Company has a formal multifunctional model to design new products, supported by an efficient communication channel.
		Score 5 - Company has a formal multifunctional model to design new products, supported by an efficient communication channel, which involves suppliers and final consumers.
PRO-02	Parameter setting of design	Score 1 - Company does not use parameter setting of design
		Score 3 - Company uses parameter setting of design for a few product families.
		Score 5 - Company systematically uses parameter setting of design for all product families.
PRO-03	Calendar of product development	Score 1 - Company does not have a calendar of product development.
		Score 3 - Company has a calendar of product development for a few items.
		Score 3 - Company has a calendar of product development for all items.
PRO-04	Special order negotiation	Score 1 - Company accepts special orders, despite parameter setting of design.
		Score 3 - Company accepts special orders, if they partially adhere to the parameter setting of design.
		Score 5 - Company accepts special orders, if they totally adhere to the parameter setting of design.
PRO-05	Internal defects percentage	Score 1 - Company has, on average, more than 0.1% defects, which means more than 10,000 parts per million.
		Score 3 - Company has, on average, less than 0.1% defects, which means less than 1,000 parts per million.
		Score 5 - Company has, on average, less than 0.1% defects, which means less than 1,000 parts per million.
PRO-06	Variety degree	Score 1 - In the portfolio of the company, the average ratio between the number of families and the number of items within these families is greater than 100.
		Score 3 - In the portfolio of the company, the average ratio between the number of families and the number of items within these families is between 50 and 100.
		Score 5 - In the portfolio of the company, the average ratio between the number of families and the number of items within these families is lower than 100.
PRO-07	Life cycle	Score 1 - If the rate between the portfolio lifetime and its programming cycle is lower than 4.
		Score 3 - If the rate between the portfolio lifetime and its programming cycle is between 6 and 10.
		Score 5 - If the rate between the portfolio lifetime and its programming cycle is greater than 10.
PRO-08	Leftover percentage	Score 1 - If the leftover percentage of the portfolio items is greater than 20%.
		Score 3 - If the leftover percentage of the portfolio items is between 5% and 10%.
		Score 5 - If the leftover percentage of the portfolio items is lower than 1%.
PPC indicators		Description of the scores
PPC-01	Master Production Planning (MPP)	Score 1 - Company does not have a formal Master Production Planning (MPP) model.
		Score 3 - Company has, and uses monthly, a formal Master Production Planning (MPP) model with software.
		Score 5 - Company has, and uses weekly, a formal Master Production Planning (MPP) model integrated to the Enterprise Resource Planning (ERP).
PPC-02	Material Requirement Planning (MRP)	Score 1 - Company does not have an MRP integrated system, but works with spreadsheets or isolated systems.
		Score 3 - Company has, and uses monthly, an MRP integrated system, with software.
		Score 5 - Company has, and uses weekly, a formal MRP system integrated to the Enterprise Resource Planning (ERP).
PPC-03	Production capacity analysis	Score 1 - Company does not have a capacity planning system.
		Score 3 - Company has a capacity planning system with no MPP integration.
		Score 5 - Company has a capacity planning system with MPP integration, and cycle time, production rate and stock level calculation.
PPC-04	Departmental PPC	Score 1 - Company does not have PPC for departments.
		Score 3 - Company has central PPC bases for the departments with periodic communication.
		Score 5 - Company has PPC bases for the departments linked by a communication channel, within which flows all the necessary information
PPC-05	Integrated schedule system	Score 1 - Company does not have a PPC system to manage pulled flows.
		Score 3 - Company has two distinct PPC systems to manage pulled and pushed flows.
		Score 5 - Company has two integrated PPC systems to manage pulled and pushed flows.
PPC-06	Plan and Schedule cycle	Score 1 - Company has a plan and schedule cycle with monthly, or greater, frequency.
		Score 3 - Company has a plan and schedule cycle with half a month frequency.
		Score 5 - Company has a plan and schedule cycle with weekly, or lower, frequency.
PPC-07	On time delivery percentage	Score 1 - Company has on-time delivery at lower than 40% of the orders.
		Score 3 - Company has on-time delivery at between 60% and 80% of the orders.
		Score 5 - Company has on-time delivery at greater than 90% of the orders.
PPC-08	Value aggregation percentage	Score 1 - Company has production lead time 30 times greater than standard lead time from engineering.
		Score 3 - Company has production lead time between 10 and 20 times the standard lead time from engineering.
		Score 5 - Company has production lead time lower than 5 times the standard lead time from engineering.
PPC-09	Inventory turnover	Score 1 - Company has three months, or greater, inventory turnover.
		Score 3 - Company has a month’s inventory turnover.
		Score 5 - Company has a week’s turnover, or lower.
PPC-10	Extra time percentage	Score 1 - Company uses 20%, or greater, of unplanned extra time to meet the delivery dates.
		Score 3 - Company uses between 10% and 20% of unplanned extra time to meet the delivery dates.
		Score 5 - Company uses 5%, or lower, of unplanned extra time to meet the delivery dates.
Shop floor indicators		Description of the scores
SHF-01	Volume flexibility	Score 1 - Company does not have varied sizes of equipment and must use larger equipment to produce more than the customer needs.
		Score 3 - Company has small, medium, and large sizes of equipment, but must use bigger equipment to produce more than the customer needs.
		Score 5 - Company has small, medium, and large sizes of equipment and use equipment in proportion to customer needs.
SHF-02	Single Minute Exchange of Dies (SMED)	Score 1 - Company does not have a formal process of critical analysis for machine setup.
		Score 3 - Company has a formal group that eventually makes the critical analysis of the machine setup.
		Score 5 - Company has a formal group guided by goals of continuous reduction of machine setup times, which results in a critical analysis of setup times.
SHF-03	Focused production	Score 1 - Company has less than 10% of capacity focused on specific family items.
		Score 3 - Company has between 20% and 30% of capacity focused on specific family items.
		Score 5 - Company has more than 50% of capacity focused on specific family items.
SHF-04	Total Productive Maintenance	Score 1 - Company only makes corrective maintenance.
		Score 3 - Company makes preventive maintenance, but lacks a broader maintenance program.
		Score 5 - Company has a Total Productive Maintenance program and continually trains technicians.
SHF-05	Polyvalence program	Score 1 - Company does not have a formal polyvalence program for technical training of employees.
		Score 3 - Company has a partial polyvalence program for technical training of employees.
		Score 5 - Company has a polyvalence program for technical training of all employees.
SHF-06	Standard routine	Score 1 - Company does not use standard routine.
		Score 3 - Company uses standard routine, balanced with the cycle time, only for the assembly line.
		Score 5 - Company uses standard routine, with polyvalent employees, balanced with the cycle time for the assembly line and manufacturing cells and keeps standard routine sheets available at the shop floor.
SHF-07	Leveling degree	Score 1 - Company has the leveling factor (average production lot size / average order size) > 2.
		Score 3 - Company has the leveling factor 1.3 < (average production lot size / average order size) > 1.5.
		Score 5 - Company has the leveling factor (average production lot size / average order size) < 1.1.
SHF-08	Setup percentage	Score 1 - Company has setup time 30% greater than production time.
		Score 3 - Company has setup time between 10% and 20% of production time.
		Score 5 - Company has setup time lower than 5% of production time.
SHF-09	Productive indices	Score 1 - Company has a real productivity lower than planned productivity.
		Score 3 - Company has a real productivity equal to planned productivity.
		Score 5 - Company has a real productivity greater than planned productivity.
SHF-10	Non-planned breakdown indices	Score 1 - Company eventually has production downtime because of equipment breakdown.
		Score 3 - Company rarely has production downtime because of equipment breakdown, but still has emergency maintenance before imminent breakdowns.
		Score 5 - Company never has production downtime because of equipment breakdown.
SHF-11	Polyvalence indices	Score 1 - Company has less than 20% of polyvalent employees.
		Score 3 - Company has between 40% and 60% of polyvalent employees.
		Score 5 - Company has more than 80% of polyvalent employees.

[1] Conflict of Interest: The authors have stated that there is no conflict of interest.

Gender	Male			Female
Gender	231	76.2		72	23.8
Education	Frequency	Percent	Function	Frequency	Percent
Postgraduate	39	12.8	Director	12	4.0
Higher education	89	29.4	Manager	34	11.2
Technical school	143	47.2	Coordinator	31	10.2
High school	32	10.6	Operational Leader	156	51.5
-	-	-	Area Specialist	70	23.1
Total	303	100.0	Total	303	100.0

Brasil

Brasil

THE INFLUENCE OF PEOPLE MANAGEMENT PRACTICES ON A CULTURE OF LEAN MANUFACTURING

A INFLUÊNCIA DAS PRÁTICAS DE GESTÃO DE PESSOAS EM UMA CULTURA DE LEAN MANUFATURING

ABSTRACT

Purpose

Design/methodology/approach

Findings

Research limitations/implications

Practical implications

Originality/value