Implementing lean production systems: barriers to change

Abstract

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 aFortune500 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”. Research 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 to job security in this global economy. Practical 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? Originality/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.

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