Towards addressing respect for people during lean implementation

Abstract

PurposeThe purpose of this study is to investigate, report and interpret the true, original meaning of the Toyota Way Respect for People (RFP) principles as intended by their creators.Design/methodology/approachThe investigation was conducted by means of a systematic literature review, and findings are reported in an RFP framework and interpreted by proposing a conceptual RFP lean implementation framework.FindingsIt was found that the literature on the subject is fragmented, though consistent, among various sources. No single framework was found that explained the RFP principles. The difference between and necessity for two value streams were discovered – a traditional product value stream that highlights problems and an additional people value stream that delivers people that can solve these problems. Furthermore, key emerging themes of RFP were found to be teamwork, develop and challenge people, motivation, develop people as problem-solvers, safety, remove waste and display people’s capabilities.Research/limitations implicationsThe conceptual RFP lean implementation framework remains untested. Future research should, therefore, focus on gathering empirical data concerning the applicability and validity of the proposed conceptual RFP lean implementation framework in different contexts.Practical implicationsThe explanation of the two different value streams allows organisations to shift their focus towards developing employees’ career paths, which will subsequently contribute towards improved organisational performance. The conceptual framework can also assist managers in providing the necessary psychological support during the change process of lean implementation. Thus, the proposed implementation framework suggests how to show RFP during lean implementation by assisting organisations to have a more balanced focus between the lean tools and techniques and the human side of lean management.Originality/valueA contribution is made to the prevailing lean implementation literature by reporting the true, original meaning of the RFP principles as a single recapitulated framework. Furthermore, a conceptual RFP lean implementation framework is proposed that incorporates these RFP principles, according them the significance they are due. This review offers an understanding of the people aspect of lean implementation and proposes a practical means of addressing this often-neglected factor. The RFP framework and the RFP lean implementation framework could, therefore, possibly assist organisations in achieving more successful lean implementations.