Organisational Change Management Framework for Lean Manufacturing Implementation

Organisational Change Management Framework for Lean Manufacturing Implementation 

Baba Md Deros, Norani Nordin, Dzuraidah Abdul Wahab and Mohd Nizam Ab.Rahman

Abstract: Lean manufacturing systems have been widely applied inused by manufacturing companies worldwide. However, low rate of success towards lean transformation in many countries in making the transition to lean manufacturing had created a cause of concern. Many literatures publications had pointed out the main reasons for under performance is primarily due to the failure in managing the change process during transitioning to lean manufacturing from an existing system. This paper attempt to develop a framework that could assist organisation implements lean manufacturing system. This framework is of particular significance not only because it is about lean manufacturing, but also because it is set in a context of process change when transitioning to lean manufacturing. This study had employed an explanatory mixed method approach, which begins with survey distribution. Conducting in-depth interviews at Malaysian automotive companies further refines the general picture attained from the survey. The quantitative and qualitative results show the key factors to managing a smooth transition to lean manufacturing are: change readiness, leadership and management, the change change-agent system, team development and empowerment, communication, and the review system system. This stream series of lean implementation efforts steps serves as the basis for the development of organisational change framework for implementing a lean manufacturing system. This framework may add to the body of knowledge for both academics and practitioners. At the theoretical level, this framework has important strengths, because it explicitly framing the relationship between change management and lean manufacturing and the management of its implementation. Failure to recognize the required organisational changes to adapt an organization to a lean manufacturing system will hinder its the system’s long-term benefits to the organization. This framework may also provide practitioners with a better understanding of the lean transition process to lean

manufacturing, which will to minimize resistance and conflicts; and thus improve its the system’s chances of success.

Keywords: lean manufacturing, organizational change, mixed method research, framework development, automotive industry.

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