Abstract
Abstract: The transition from mass production system to lean production system carrier significant changes in operational strategies of industrial organizations. A production model system can engender different reactions by the people involved; some of them can show resistance during the process, ranging from unreserved support to a hidden resistance (even explicit). In order to identify the main practices to support change processes, this study provides a literature review to systematize the main researches related to change management during lean manufacturing implementation. This study aims to provide a systematic literature review covering main researches related to change management and lean manufacturing implementation to identify the main factors that affect the production system change. The research was carried out between October 2016 and January 2018. In methodological terms, literature review was developed by using Scopus and ISI web of Science publications. As a result of this study, 25 papers related to lean manufacturing implementation were identified and 10 factors were consolidated. The most relevant practices of change management were also identified to support lean production system implementation.
Highlights
The mass and lean production systems have different organizational cultures
Taking into account the diversity of approaches concerning the management of change and the scarcity of studies which offer a comprehensive systematization, especially in relation to lean production systems, the present study aims to answer the following research questions: Does the scientific literature offer studies about change management practices to support the deployment of lean production systems? If yes, what are the main practices highlighted in academic studies?
Through bibliometric research and use of the webibliomining method, 25 papers related to transition management practices in lean manufacturing implementation processes were identified
Summary
The mass and lean production systems have different organizational cultures. The mass system is characterized by the use of professionals specialized in designing products that are standardized by non-qualified workers; high cost machines performing one activity and generating excessive production stocks; higher number of indirect workers to control production; quality inspection is performed at the end of the assembly line generating rework.In the lean production system, work is performed only with necessary resources, rationalizing aspects such as manufacturing space, stocks and workers efforts (Womack et al, 1997). The mass and lean production systems have different organizational cultures. The mass system is characterized by the use of professionals specialized in designing products that are standardized by non-qualified workers; high cost machines performing one activity and generating excessive production stocks; higher number of indirect workers to control production; quality inspection is performed at the end of the assembly line generating rework. In the lean production system, work is performed only with necessary resources, rationalizing aspects such as manufacturing space, stocks and workers efforts (Womack et al, 1997). The work is standardized and the operators follow process rhythm, the activity time is shorter. The process results in fewer defects, as quality inspection is performed with the production flow. The production requires more professional qualifications in a team environment (Womack et al, 1997)
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