Effects of continuous improvement on shop-floor employees’ job performance in lean production: The role of lean duration

G.L.D. Wickramasinghe and Vathsala Wickramasinghe ()
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G.L.D. Wickramasinghe: University of Moratuwa
Vathsala Wickramasinghe: University of Moratuwa

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Abstract: Purpose The purpose of this paper is to present empirical findings of the effect of continuous improvement (CI) on shop-floor employees' job performance in the Lean production system-implemented textile and apparel firms. Design/methodology/approach A random sample of 657 shop-floor employees engaged full-time in Lean production systems-implemented textile and apparel firms in Sri Lanka responded to the survey. Statistical methods were used for data analysis. Findings It was revealed that CI significantly and positively influences shop-floor employees' job performance, and the duration of Lean production in operations (termed as Lean duration) moderates this relationship. Originality/value Investigations on the ways in which CI initiatives influence employees is important in creating an environment to sustain the improvement efforts over a longer period. Such lessons would be valuable for academics and practitioners alike worldwide.

Keywords: Operational excellence; Manufacturing operations management; Human factors in lean systems; Employee engagement in manufacturing; Quality management practices; Workforce productivity; Manufacturing performance; Process improvement; Employee involvement in lean; Kaizen practices; Operational performance; Lean implementation; Employee job performance; Lean manufacturing; Lean production; Continuous improvement (search for similar items in EconPapers)
Date: 2016
Note: View the original document on HAL open archive server: https://hal.science/hal-05588676v1
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Published in Research Journal of Textile and Apparel, 2016, 20 (4), pp.182 - 194. ⟨10.1108/rjta-07-2016-0014⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05588676

DOI: 10.1108/rjta-07-2016-0014

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