The influence of the level of implementation of lean management on employees: an empirical study Online publication date: Wed, 29-Oct-2014
by Nestor Raúl Baides; José Moyano-Fuentes
International Journal of Quality and Innovation (IJQI), Vol. 2, No. 1, 2012
Abstract: This paper analyses the impact that Lean Management practices have on employees. In order to carry out this work we moved away from the level of organisational analysis traditionally used in research on Lean Management towards one based on the employee (individual). The results reached using a case study have enabled us to create a model that shows the evolution of employee integration in the company in accordance with the degree of implementation of Lean practices. Our findings indicate that increasing the level of adoption of Lean Management means employees are more motivated and keen to participate in decision making and offer a higher number of suggestions. It has also been detected that companies with a higher degree of adoption of Lean Management are characterised by having employees who are multifunctional, better trained and more skilled. On the other hand, our results show that a higher degree of Lean Management does not necessarily mean an increase in variable incentives for employees.
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