PERCEPTION OF SHOP FLOOR EMPLOYEES REGARDING SENIOR MANAGEMENT SUPPORT IN LEAN PROJECTS AND ITS RELATIONSHIP WITH INITIATIVES SUCCESS

Torres, Luis F.; Anholon, Rosley; Rampasso, Izabela Simon; Quelhas, Osvaldo L. G.; Leal Filho, Walter; Silva, Dirceu

doi:10.5902/1983465964550

Luis F. Torres

School of Mechanical Engineering, State University of Campinas. Campinas, São Paulo, Brazil.

https://orcid.org/0000-0002-5879-9455

Rosley Anholon

School of Mechanical Engineering, State University of Campinas. Campinas, São Paulo, Brazil.

https://orcid.org/0000-0003-3163-6119

Izabela Simon Rampasso

School of Mechanical Engineering, State University of Campinas. Campinas, São Paulo, Brazil.

Federal Fluminense University. Niterói, Rio de Janeiro, Brazil.

https://orcid.org/0000-0003-1633-6628

Osvaldo L. G. Quelhas

Federal Fluminense University. Niterói, Rio de Janeiro, Brazil.

https://orcid.org/0000-0001-6816-1677

Walter Leal Filho

Hamburg University of Applied Sciences. Hamburg, Germany.

https://orcid.org/0000-0002-1241-5225

Dirceu Silva

Faculty of Education, State University of Campinas. Campinas, São Paulo, Brazil.

https://orcid.org/0000-0003-3267-511X

1. Luis F. Torres Institution: School of Mechanical Engineering, State University of Campinas. Campinas, São Paulo, Brazil. Biography Summary: Luis F. Torres holds B.Sc in Mechanical Engineer-ing - Automation and Systems at São Francisco University (Brazil), MSc. And PhD in .Sc. and PhD in Mechanical Engineering at University of Campinas (Brazil). He has more than 10 years of experience as Lean Manager of a multinational company. E-mail: lftorres00@yahoo.com.br ORCID (Required of all authors): 0000-0002-5879-9455

2. Rosley Anholon Institution: School of Mechanical Engineering, State University of Campinas. Campinas, São Paulo, Brazil. Professor of the Department of Manufacturing Engineering and Materials (University of Campinas, Brazil), experienced in Quality Management, Production Systems and Sustainability. He holds B.Sc., M.Sc. and PhD in Mechanical Engineering at University of Campinas. E-mail: rosley@unicamp.br ORCID: 0000-0003-3163-6119.

3. Izabela Simon Rampasso Institution: Federal Fluminense University; and School of Mechanical Engineering, State University of Campinas. Niterói, Rio de Janeiro, Brazil; and Campinas, São Paulo, Brazil. B.Sc. in Economic Sciences at Pontifical Catholic University of Campinas (Brazil) and M.Sc. and PhD in Mechanical Engineering at University of Campinas (Brazil). E-mail: izabela.rampasso@gmail.com ORCID: 0000-0003-1633-6628

4. Osvaldo L. G. Quelhas Institution: Federal Fluminense University. Niterói, Rio de Janeiro, Brazil. President of Production Engineering Brazilian Association (ABEPRO). He is currently coordinator of the Laboratory of Technology, Business and Environment Management (Latec), coordinator of Doctorate Program in Sustainable Management Systems and professor at Fluminense Federal University (Brazil). E-mail: osvaldoquelhas@id.uff.br ORCID: 0000-0001-6816-1677

5. Walter Leal Filho Institution: Hamburg University of Applied Sciences. Hamburg, Germany. Professor at Hamburg University of Applied Sciences and at Manchester Metropolitan University School of Science and the Environment. He is an experienced researcher as editor and re-viewer in several journals. He has more than 300 publications, among them, international books and papers. E-mail: walter.leal2@haw-hamburg.de ORCID: 0000-0002-1241-5225

6. Dirceu Silva Institution: Faculty of Education, State University of Campinas. Campinas, São Paulo, Bra-zil. Experience in Administration and Education, with emphasis on quantitative methods for numerical data analysis and multivariate statistical analysis. He holds a B.Sc. in Physics and Mathematics, a M.Sc. in Physics and a PhD in Education at University of São Paulo (Bra-zil). Currently, he is professor at University of Campinas (Brazil). E-mail: dirceuds@gmail.com ORCID: 0000-0003-3267-511X

Contribution of authors

Conflict of Interest

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

Code	Aspect	References
P1	Continuous improvement culture based on innovation.	(Jagoda et al., 2013Jagoda, K., Lonseth, R., & Lonseth, A. (2013). A bottom-up approach for productivity measurement and improvement. International Journal of Productivity and Performance Management , 62(4), 387-406. https://doi.org/10.1108/17410401311329625 https://doi.org/https://doi.org/10.1108/... ; Slack et al., 2013Slack, N., Brandon-Jones, A., & Johnston, R. (2013). Operations Management. Pearson.)
P2	Active participation of managers throughout the lean journey.	(Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/... ; Laureani & Antony, 2012Laureani, A., & Antony, J. (2012). Critical success factors for the effective implementation of Lean Sigma. International Journal of Lean Six Sigma , 3(4), 274-283. https://doi.org/10.1108/20401461211284743 https://doi.org/https://doi.org/10.1108/... )
P3	Retention Policy and valuing labour force (recognition, training, among other initiatives).	(Alagaraja & Egan, 2013Alagaraja, M., & Egan, T. (2013). The Strategic Value of HRD in Lean Strategy Implementation. Human Resource Development Quarterly, 24(1), 1-27. https://doi.org/10.1002/hrdq.21155 https://doi.org/https://doi.org/10.1002/... ; Sisson & Elshennawy, 2015Sisson, J., & Elshennawy, A. (2015). Achieving success with Lean. International Journal of Lean Six Sigma , 6(3), 263-280. https://doi.org/10.1108/IJLSS-07-2014-0024 https://doi.org/https://doi.org/10.1108/... ; Wong et al., 2009Wong, Y. C., Wong, K. Y., & Ali, A. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521-535.)
P4	Prioritisation of resources by management for implementation and maintenance of lean projects.	(Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/... ; Rahbek Gjerdrum Pedersen & Huniche, 2011Rahbek Gjerdrum Pedersen, E., & Huniche, M. (2011). Determinants of lean success and failure in the Danish public sector. International Journal of Public Sector Management, 24(5), 403-420. https://doi.org/10.1108/09513551111147141 https://doi.org/https://doi.org/10.1108/... ; Rich & Bateman, 2003Rich, N., & Bateman, N. (2003). Companies’ perceptions of inhibitors and enablers for process improvement activities. International Journal of Operations & Production Management , 23(2), 185-199. https://doi.org/10.1108/01443570310458447 https://doi.org/https://doi.org/10.1108/... ).
P5	Open communication stimulated by senior management towards all hierarchical levels.	(Emiliani, 1998Emiliani, M. L. (1998). Lean behaviors. Management Decision , 36(9), 615-631. https://doi.org/10.1108/00251749810239504 https://doi.org/https://doi.org/10.1108/... ; Jagoda et al., 2013Jagoda, K., Lonseth, R., & Lonseth, A. (2013). A bottom-up approach for productivity measurement and improvement. International Journal of Productivity and Performance Management , 62(4), 387-406. https://doi.org/10.1108/17410401311329625 https://doi.org/https://doi.org/10.1108/... ; Wong et al., 2009Wong, Y. C., Wong, K. Y., & Ali, A. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521-535.).
P6	Realistic deadlines for the execution of the proposed projects.	(Mainga, 2017Mainga, W. (2017). Examining project learning, project management competencies, and project efficiency in project-based firms (PBFs). International Journal of Managing Projects in Business, 10(3), 454-504. https://doi.org/10.1108/IJMPB-04-2016-0035 https://doi.org/https://doi.org/10.1108/... ; Wu & Passerini, 2013Wu, D., & Passerini, K. (2013). Uncovering knowledge-based time management practices. International Journal of Managing Projects in Business, 6(2), 332-348. https://doi.org/10.1108/17538371311319052 https://doi.org/https://doi.org/10.1108/... )
P7	Lean coordination support the development throughout the project.	(Dombrowski & Mielke, 2014Dombrowski, U., & Mielke, T. (2014). Lean Leadership - 15 Rules for a Sustainable Lean Implementation. Procedia CIRP, 17, 565-570. https://doi.org/10.1016/j.procir.2014.01.146 https://doi.org/https://doi.org/10.1016/... ; Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/... ).
P8	Process of generating, storage and disseminating lessons learned associated with each lean project.	(Guzzo et al., 2012Guzzo, C., Maccari, E. A., & Piscopo, M. R. (2012). Sistematização de um modelo de lições aprendidas em projetos como contribuição à aprendizagem organizacional. Revista Gestão e Planejamento, 12(3), 578-593.; Milton, 2010Milton, N. (2010). The Lessons Learned Handbook: Practical Approaches to Learning from Experience. Chandos Publishing.)
P9	Projects contemplate the participation of suppliers in activities to improve processes.	(Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/... ; Kim, 2015Kim, B.-C. (2015). Dynamic Control Thresholds for Consistent Earned Value Analysis and Reliable Early Warning. Journal of Management in Engineering, 31(5), 04014077. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000309 https://doi.org/https://doi.org/10.1061/... ; Wong et al., 2009Wong, Y. C., Wong, K. Y., & Ali, A. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521-535.)
P10	A clear and objective definition of activities to be performed by operators, including procedures and working standards according to standards.	(Lantz et al., 2015Lantz, A., Hansen, N., & Antoni, C. (2015). Participative work design in lean production. Journal of Workplace Learning, 27(1), 19-33. https://doi.org/10.1108/JWL-03-2014-0026 https://doi.org/https://doi.org/10.1108/... )
P11	Clarity of lean metrics to be achieved (Overall Equipment Effectiveness, takt time, etc.).	(Braglia et al., 2019Braglia, M., Gabbrielli, R., & Marrazzini, L. (2019). Overall Task Effectiveness: a new Lean performance indicator in engineer-to-order environment. International Journal of Productivity and Performance Management , 68(2), 407-422. https://doi.org/10.1108/IJPPM-05-2018-0192 https://doi.org/https://doi.org/10.1108/... ).
P12	Operators are apt to work with multiple types of equipment (polyvalence).	(Angelis et al., 2011Angelis, J., Conti, R., Cooper, C., & Gill, C. (2011). Building a high commitment lean culture. Journal of Manufacturing Technology Management, 22(5), 569-586. https://doi.org/10.1108/17410381111134446 https://doi.org/https://doi.org/10.1108/... ; Birkie et al., 2017Birkie, S. E., Trucco, P., & Kaulio, M. (2017). Sustaining performance under operational turbulence. International Journal of Lean Six Sigma, 8(4), 457-481. https://doi.org/10.1108/IJLSS-12-2016-0077 https://doi.org/https://doi.org/10.1108/... )
P13	Autonomy granted to operators for decision making for working area activities.	(Azambuja, 2011Azambuja, R. (2011). Influence of the knowledge of workers in a lean manufacturing system on the production indicators of an automobile company (Influência do conhecimento dos trabalhadores em sistema de manufatura enxuta sobre os indicadores de produção de uma empresa automo. University of Campinas.; Lantz et al., 2015Lantz, A., Hansen, N., & Antoni, C. (2015). Participative work design in lean production. Journal of Workplace Learning, 27(1), 19-33. https://doi.org/10.1108/JWL-03-2014-0026 https://doi.org/https://doi.org/10.1108/... )
P14	Application of basic concepts of continuous improvement (e.g. 5S) on the company’s everyday routine.	(Ballé & Régnier, 2007Ballé, M., & Régnier, A. (2007). Lean as a learning system in a hospital ward. Leadership in Health Services, 20(1), 33-41. https://doi.org/10.1108/17511870710721471 https://doi.org/https://doi.org/10.1108/... ; Randhawa & Ahuja, 2017Randhawa, J. S., & Ahuja, I. S. (2017). 5S - a quality improvement tool for sustainable performance: literature review and directions. International Journal of Quality & Reliability Management, 34(3), 334-361. https://doi.org/10.1108/IJQRM-03-2015-0045 https://doi.org/https://doi.org/10.1108/... ).
P15	Application of the seven basic wastes diffused by lean culture on the company’s everyday routine.	(Bevilacqua et al., 2017Bevilacqua, M., Ciarapica, F. E., & De Sanctis, I. (2017). Relationships between Italian companies’ operational characteristics and business growth in high and low lean performers. Journal of Manufacturing Technology Management , 28(2), 250-274. https://doi.org/10.1108/JMTM-02-2016-0024 https://doi.org/https://doi.org/10.1108/... ; Karim & Arif-Uz-Zaman, 2013Karim, A., & Arif-Uz-Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196. https://doi.org/10.1108/14637151311294912 https://doi.org/https://doi.org/10.1108/... )
P16	Continuous improvement of processes considering ergonomics, health and well-being of employees.	(Botti et al., 2017Botti, L., Mora, C., & Regattieri, A. (2017). Integrating ergonomics and lean manufacturing principles in a hybrid assembly line. Computers & Industrial Engineering, 111, 481-491. https://doi.org/10.1016/j.cie.2017.05.011 https://doi.org/https://doi.org/10.1016/... ; Zhang et al., 2017Zhang, L., Narkhede, B. E., & Chaple, A. P. (2017). Evaluating lean manufacturing barriers: an interpretive process. Journal of Manufacturing Technology Management , 28(8), 1086-1114. https://doi.org/10.1108/JMTM-04-2017-0071 https://doi.org/https://doi.org/10.1108/... )
P17	Lean tools application aiming to solve problems and for processes performance improvement.	(Karim & Arif-Uz-Zaman, 2013Karim, A., & Arif-Uz-Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196. https://doi.org/10.1108/14637151311294912 https://doi.org/https://doi.org/10.1108/... ; Worley & Doolen, 2015Worley, J. M., & Doolen, T. L. (2015). Organizational structure, employee problem solving, and lean implementation. International Journal of Lean Six Sigma , 6(1), 39-58. https://doi.org/10.1108/IJLSS-12-2013-0058 https://doi.org/https://doi.org/10.1108/... )
P18	Identification of barriers for organisational changes towards performance improvement and actions to minimise them.	Bhasin (Bhasin, 2012aBhasin, S. (2012a). Prominent obstacles to lean. International Journal of Productivity and Performance Management, 61(4), 403-425. https://doi.org/10.1108/17410401211212661 https://doi.org/https://doi.org/10.1108/... ) Zhang et al. (Zhang et al., 2017Zhang, L., Narkhede, B. E., & Chaple, A. P. (2017). Evaluating lean manufacturing barriers: an interpretive process. Journal of Manufacturing Technology Management , 28(8), 1086-1114. https://doi.org/10.1108/JMTM-04-2017-0071 https://doi.org/https://doi.org/10.1108/... )

Construct	Code	Construct	Code	Construct	Code	Construct	Code
Senior management support	P1	Lean Projects Management	P6	Operational Management	P10	Continuous Improvement Management	P14
	P2		P7		P11		P15
	P3		P8		P12		P16
	P4		P9		P13		P17
	P5						P18

Constructs	AVE	Composite Reliability	Cronbach’s Alpha
Continuous Improvement Management	0.51191	0.80724	0.68200
Operational Management	0.54891	0.78392	0.58655
Lean Project Management	0.56067	0.79246	0.61308
Senior Management Support	0.51670	0.81027	0.68829

Constructs	Q²	f²
Continuous Improvement Management	0.261562	0.194018
Operational Management	0.244162	0.132093
Lean Project Management	0.219980	0.558264
Senior Management Support	0.516642	0.516642

[1] 1. Luis F. Torres Institution: School of Mechanical Engineering, State University of Campinas. Campinas, São Paulo, Brazil. Biography Summary: Luis F. Torres holds B.Sc in Mechanical Engineer-ing - Automation and Systems at São Francisco University (Brazil), MSc. And PhD in .Sc. and PhD in Mechanical Engineering at University of Campinas (Brazil). He has more than 10 years of experience as Lean Manager of a multinational company. E-mail: lftorres00@yahoo.com.br ORCID (Required of all authors): 0000-0002-5879-9455

Brasil

Brasil

PERCEPTION OF SHOP FLOOR EMPLOYEES REGARDING SENIOR MANAGEMENT SUPPORT IN LEAN PROJECTS AND ITS RELATIONSHIP WITH INITIATIVES SUCCESS

PERCEPÇÕES DOS FUNCIONÁRIOS DE CHÃO DE FÁBRICA EM RELAÇÃO AO SUPORTE DE GESTORES SENIORES EM PROJETOS LEAN E SUA RELAÇÃO COM INICIATIVAS DE SUCESSO

ABSTRACT

Purpose

Design/methodology/approach

Findings

Originality/value