Abstract
The increase in competition worldwide had driven organizations to face with new challenges. The situation had prompted the manufacturers to perform a variety of effective strategies such as the implementation of lean manufacturing system in their organization. In this study, the key elements in developing the lean tacit knowledge transfer within the organization were identified. In addition, this study also investigates the transfer of lean tacit knowledge, which involves the sender and the recipient of lean knowledge within the organization. Data were collected through a single case study for a period of 2 months in an automotive manufacturing plant in Malaysia. The results of the study found that the lean knowledge could be developed through a number of key elements. A model of tacit lean knowledge transfer was developed to help improve work performance during the implementation of lean manufacturing system. In addition, the development of the model can explain how lean knowledge was developed and transferred from one party to another in the organization. The existence of such a model could assist an effective lean manufacturing implementation with every organization should has a good lean knowledge and understand how to properly implement lean in the production process.
Highlights
Changing the lean manufacturing is a radical process and not an easy task
Both of these concerns dealt with the individual knowledge development and the methods of how an organization developed a sharable knowledge from individual knowledge to organizational knowledge
Herron and Hicks [15] have classified lean practices based upon the types of knowledge embedded in the tools known as tacit and explicit knowledge. Explicit knowledge, such as statistical process control (SPC), failure mode and effect analysis (FMEA), single minute exchange of die (SMED), fool proofing or poka-yoke, and value stream mapping, are techniques that are well documented and relatively easy to learn from literatures
Summary
Since year 2000, the lean concept has become more contingent and the scope has been extended to include the perspective of organizational learning. The lean system’s integrated nature includes both individuals and process components. In the analysis of the Toyota Production System, [8] points out that lean works on two main principles: “continuous improvement” and “respect for people.”. The lean concept has advanced to a stage that includes the management of knowledge creation, which aims to create a learning organization in which people are the soul of a lean process [10, 11]. One of the main barriers to its implementation is the misunderstanding of the real concept and purpose of lean manufacturing. Herron and Braiden [12] suggest that the reason for this misunderstanding is due to cultural differences during the implementation of the transition or translation of the lean concept. The concept’s misunderstanding leads to several major problems, such as the piecemeal adoption of lean tools and techniques [13], the misuse of lean tools [12], and lack of lean culture development that supports lean production in the company [6]
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