Abstract
Purpose: The purpose of this paper is to investigate the role of ethical and psychological factors in the implementation of 5S and TPM at cement plants in Kurdistan Region of Iraq.Design/methodology/approach: The mixed methods represented in a questionnaire survey and semi-structured interviews for data collection in the framework of the case study were chosen. The questionnaire survey already has been tested.Findings: The findings of this paper revealed that ethical factors had a larger role than psychological factors in the implementation. Thus, based on the findings, organisations are recommended to provide financial and moral support to employees to enable a comprehensive implementation of 5S and TPM aimed at obtaining the desired results. Originality/value: The current paper tried to introduce a new theoretical contribution by filling the gap in the literature regarding the important role that can be played by ethical and psychological factors of employees in the successful implementation of contemporary techniques, such as 5S and TPM in industrial organizations. This is contrary to what was done most of previous studies such as Ahuja & Khamba, (2008b) Panneerselvam (2012) Singh et al. (2013) and Poduval & Pramod (2015) in the area of 5S and TPM. Where, these studies have focused on studying the other factors such as (organizational, technological, operational and others) in implementing 5S and TPM. This without realizing the fact that it is also necessary to examine factors such as (ethical and psychological) that would affect the capabilities and employee morale before and during the implementation of those techniques (5S and TPM) that are used to bring out the best productivity.
Highlights
Many researchers like Ahuja and Khamba (2008b), Hegde et al, (2009), Arashpour et al, (2009), Graisa and Al-Habaibeh (2011), Moradi, Abdollahzadeh and Vakili (2011), Haddad and Jaaron (2012) and Singh et al, (2013) have confirmed through studies that they conducted on many industrial organizations which implementing these techniques (5S and Total Productive Maintenance (TPM)) that, there are still companies and factories around the world suffer from several of the obstacles and challenges, including organizational, cultural, technological and operational within their productive processes during the implementation of these techniques
The successful implementation of 5S and TPM depends on the diagnosis of the obstacles and challenges that hinder the implementation of these techniques (5S and TPM) to improve the overall production lines effectiveness and attain competitive advantage, but it depends on the capacities of human resources that affect the successful implementation of
The successful implementation of 5S and TPM depends on the diagnosis of the obstacles and challenges such as that hinder the implementation of these techniques (5S and TPM) to improve the overall production lines effectiveness and attain competitive advantage, but it depends on the capacities of human resources that affect the successful implementation of 5S and TPM in the organization
Summary
Many researchers like Ahuja and Khamba (2008b), Hegde et al, (2009), Arashpour et al, (2009), Graisa and Al-Habaibeh (2011), Moradi, Abdollahzadeh and Vakili (2011), Haddad and Jaaron (2012) and Singh et al, (2013) have confirmed through studies that they conducted on many industrial organizations which implementing these techniques (5S and TPM) that, there are still companies and factories around the world suffer from several of the obstacles and challenges, including organizational, cultural, technological and operational within their productive processes during the implementation of these techniques. Confirmation of the above statement, Wagel (1990) and Ginder, Robinson and Robinson (1995) indicated that the industrial organizations rely heavily on their workforce to attain the desired levels of performance either in production or in financial. This reliance is largely based on the workforce (employees) capacities, which can be affected by a set of factors. The other factor, which considered important is the psychological factors, include: i) Motivation and morale; ii) Job security and work load; iii) Awareness and sense of responsibility (Wagel, 1990; Ginder et al, 1995; Ireland & Dale, 2001; Ramayah, Jantan & Hassan, 2002; Brah & Chong, 2004; Seth & Tripathi, 2005; Gapp et al, 2008; Ahuja & Khamba, 2008b; Haroun & Duffuaa, 2009; Panneerselvam, 2012; Rolfsen & Langeland, 2012; Aspinwall & Elgharib, 2013; Kumar et al, 2014)
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