Identification of Barriers Towards Change and Proposal to Institutionalize Continuous Improvement Programs in Manufacturing Operations

Alvair Silveira Torres Jr.; Ana Maria Gati

doi:10.4067/S0718-27242011000200007

Authors

Alvair Silveira Torres Jr. Economic and Business College in University of São Paulo
Ana Maria Gati Aspirant to Phd program in Economic and Business College at University of São Paulo

DOI:

https://doi.org/10.4067/S0718-27242011000200007

Keywords:

manufacturing, continuous improvement, change management

Abstract

A multi case research unfolded into a study in a sample of Brazilian manufacturing companies concerning their Continuous Improvement (CI) program in manufacturing operations. Stakeholders interviews and performance analyses were conducted. The study aims to analyze the existence or absence of the institutionalization of a CI culture in manufacturing operations, identify barriers and difficulties within the process and propose a model for change. As a result of the research, it was observed that despite the considerable motivation of staff, rapid gains of the company and superior results during the early phases of the CI program, time and again such results were either not upheld or faded out over time, delivering no significant mid-term or long term results, due to poor management of changes. This happened mainly as a result of lack of strategic alignment at all levels of the organization, translated in measureable activities and projects, coached and mentored by the middle and upper management throughout the implementation and maintenance of the program. The selected cases showed a declining in performance after two years of CI program start up. Learning, union and process ownership among participants by means of interactions, are necessary to absorb and incorporate changes, instead of merely "smart words" .

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Author Biographies

Alvair Silveira Torres Jr., Economic and Business College in University of São Paulo

Assistant professor with researches in Operational and changing management. Author of articles in continous improvement was the winner of award to professor in businnes graduation.

Ana Maria Gati, Aspirant to Phd program in Economic and Business College at University of São Paulo

Aspirant to Phd program in Economic and Business College of University of São Paulo, she has got the master degree and she is a manager in AT Kearney Consulting.

References

AIMAN-SMITH, L. & Green. Implementing new manufacturing technology: the related effects of technology characterísitcs and user learning activities. Academy of Management Journal, v. 45, n. 2, p.421-430, 2002

ARGYRIS, C. & Schon, D. Organizational Learning: a Theory of Action Perspective. Massachusetts: Addison- Wesley, 1996.

BORDA, P. et al. Haunted by the Past: effects of poor change management history on employee attitudes and turnover. Academy of Management Annual Meeting Proceedings: Doing Well By Doing Good, 3 - 8 August, Philadelphia, United States, 2007

CAFFYN, S. Development of a continuous improvement self assessment tool. International Journal of Operations and Production Management, v.19, n.11, p. 1138-1153, 1999.

CHEN, C & Wu, C. An integrated structural model toward succesfull continuous improvement activity. Tech-novation, v.26: n.5-6, p. 697-707, May - June, 2006.

CLARK, K. & Fujimoto, T. Product development performance: strategy, organization and management in the world auto industry. Boston: Harvard Business School Press, 1991.

DELBRIDGE, R. & Barton, H. Organizing for continuous improvement: structures and roles in automotive components plants. International Journal of Operations and Production Management, v.22, n.6, p. 680 - 692, 2002.

DRUCKER, P. From Capitalism to Knowledge Society in Neef, D. The Knowledge Economy. Woburn, MA: But-terworth -Heinemann, 1998.

FUJIMOTO, T. The evolution of a manufacturing system at Toyota. London: Oxford University Press, 1999.

GEPPERT, M. et al. Change Management in MNCs: How Global convergence interwines with National Diversities. Human Relations, v.56, n.7, p.807-838, 2003.

HAIR, J. et al. Fundamentos de Métodos de Pesquisa em Administração. Porto Alegre: BOOKMAN, 2005.

HUBER, G. Organizational learning: a guide for executives in technology - critical organizations. International Journal Technology Management, Special Issue on Unlearning and Learning for Technological Innovation, v.11, n.7-8, p.821 -832, 1996.

ISERN, J. & Pung, C. Driving radical change in The McKin-sey Quarterly Review, November 2007. Available in . Access in 2010, September.

JIEMMIESON, N. et al. Employee readiness for change: utilizing the theory of planned behavior to inform change management. New Orleans: Proceedings of Academy of Management, Best Conference Paper, August 2004

MINTZBERG, H. The Rise and Fall of Strategic Planning. New York: The Free Press, 1994.

MORGAN, G. Images of organization. California: Sage Publication. 1986.

NELSON, R. Understanding Technical Change as an Evolutionary Process. NewYork: ElsevierScience Publishers, 1987.

NONAKA, I. & Takeuchi, H. The knowledge-creating company. New York: Oxford University Press, 1995.

OHNO, T. Toyota Production System: Beyond Large -Scale Production. New York: Productivity Press, 1988.

PERIN, M. et al. Processo de aprendizagem organizacional e desempenho empresarial: O caso da indústria eletro-eletrônica no Brasil. São Paulo: Fundação Getúlio Vargas - Escola de Administração de Empresas de São Paulo, Revista RAE eletrônica, v.5, n.2, dezembro 2006.

PIAGET, J. Fazer e compreender. São Paulo: Edusp/Mel-horamentos, 1978.

PROBST, G. & Buchel, B. Organizational learning. London: Prentice Hall, l997

RODRIGUES, S. et al. Aprendizagem contestada em ambiente de mudança radical. São Paulo: Fundação Getúlio Vargas - Escola de Administração de Empresas de São Paulo. Revista de Administração de Empresas, v.44, n.1, J. Technol. Manag. Innov. 20ll, Volume 6, Issue 2

ROGERS, C. Liberdade para aprender. Belo Horizonte: Interlivro, 1978.

SENGE, P. The Fifth Discipline.The Art & Practice of the Learning Organization. New York: Doubleday, 1990.

SENGE, P et al. The Dance of Change. The Challenge to Sustaining Momentum in Learning Organizations. New York: Doubleday, 1999.

SILVA, B. Os programas de melhoria contínua como processos de aprendizagem: o caso de uma indústria de produtos alimentícios. Dissertação de Mestrado. São Paulo: Universidade de São Paulo, Faculdade de Economia e Administração, 2003.

MCKINSEY QUARTERLY. Creating organizational transformations: McKinsey Global Survey Results in The McKin-sey Quarterly Journal, August 2008. Available in . Access in 2010, September.

WANDERG, C. & Bana, J. Predcitors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, v.85, n.1, p. 132 - 142, 2000

WOMACK, J; Jones, D.; Roos, D. The Machine That Changed the World. New York: Harper Perenniall, 1990.

WOMACK, J., Jones, D. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster, 1996.

WOODY, T. Mudança Organizacional. São Paulo: Editora Atlas, 1995.

YIN, R. Case Study Research. Design and Methods. London: Sage Publications, 2003.