Understanding the Impact of Lean Production Implementation on Employee Perceptions and Their Well-Being in North American Commuter Rail Manufacturing Plants

Abstract

Previous studies focused on the technical aspects of implementing lean manufacturing processes, but lacked an understanding of how these processes can be culturally integrated across the implementing organization. A phenomenological descriptive approach was used in this qualitative study to explore the influence of employee values and beliefs, as embodied within the organizational culture of the North American commuter rail industry, on the effectiveness of implementing lean manufacturing processes. The research findings are presented specifically for the railroad manufacturing organizations to enhance their transformation journey from the existing traditional business model to a more flexible business approach based on lean manufacturing principles that allow for better and faster decisions, a more efficient use of labor and resources, and more effective production runs. Based on the research data collected from employees in the industry, this qualitative study illustrated that cultural changes are inevitable with the introduction of new lean manufacturing processes into the workplace. A combination of Old traditional business patterns and New technological-based lean manufacturing concepts initially result in chaos and ineffective production processes. The resulting internal conflicts make it difficult to embrace the change to a lean manufacturing posture. The study recommends steps that executive leaders can take to create real and sustainable value for their customers, their employees, and their sponsors when implementing a lean manufacturing approach. This sustainability acts as a catalyst for organizational change and over time, has a long-lasting, positive effect on an organization’s economics and financial performance.