The transformation towards a lean manufacturing organisation : the impact on industrial employees

Abstract

The investigation aimed to identify the impacts on industrial employees within A manufacturing organisation which implemented lean principles in its modus operandi. Qualitative research methods were undertaken to get in-depth perspectives from participants who were affected by such changes. Interviews with nine participants were conducted, all of whom had been working in the organisation prior to the inception of the implementation process. Three themes emerged from this exploration: 1) changes to organisation systems and their repercussions, 2) resulting feelings arising in employees, and 3) improvements suggested by the participants. Main findings showed that communication and lack of involvement were a source of the negative impacts on the employees. Not using proper strategies affected engagement and motivation levels, created job insecurity, higher levels of stress, and resistance to change. Furthermore, should the employees have been involved in the primary discussions, many of the negative connotations with the implementation could have been avoided. This then resulted in lower productivity levels, rendering the lean philosophy to be not completely effective in abolishing waste in all its forms The incorporation of a blended workforce using foreign subcontracted employees is also evaluated. The key finding here is that language barrier causes communication issues, and leads to increased levels of stress in employees. It is thus suggested that, for organisations who wish to implement changes, proper change management strategies must be applied. It is crucial to make employees feel part of the change by allowing them to give their input in discussions. Furthermore, transparency is key to ensuring acceptance of the changes.