Lean management is a management related approach that signifies the continuous improvement within an organisation. The application of the lean management helps in reducing time, efforts and money by recognizing the business process steps. According to Belekoukias, Garza-Reyes and Kumar (2014), this management process even helps in cutting out or revising the steps that usually do not create values. It defines value from the perspectives of an end customer. The process identifies the extra work functions that can be eliminated from the business process (Hajmohammad et al., 2013). It even maintains the systematic sequence to create values. The employees do not need to spend extra time on the tasks that do not create any value. The lean management often leads to job satisfaction of the existing employees since it improves their quality of work without providing more efforts. Currently, the manufacturers are facing the intensive global competition. It is essential to improve both the productivity and product quality to remain competitive (Martínez-Jurado & Moyano-Fuentes, 2014). The study would thus explore the impact of the lean management in increasing job satisfaction among the merchandisers. With the special reference to the MAS Intimates Pvt. Ltd, the research study would analyze the effects of the lean management. The measurement of the satisfactory level of the merchandiser would be specified in this research study. The discussion in the literature would provide the theoretical background of the subject matter. The methodological approaches would also be applied to derive the adequate knowledge regarding the research subject.
Lean manufacturing process helps in identifying the business processes that do not have the significant contribution to the value generation of the product or service. Goetsch and Davis (2014) mentioned that lean manufacturing process is much beneficial in reducing the costs, wastes, and time. The automatic improvements through the lean management generate the job satisfaction among the associated workforce. The merchandiser companies sometimes deal with the huge competitive scenario in which it is necessary to maintain the value proposition of the products or service. According to Erol, Dikmen and Birgonul (2017), lean manufacturing process often deals with the integrated technological systems, company cultures, and the smaller workforce of the trained employees. However, it has been observed the lean manufacturing system sometimes create the issues with the supply chain management process. It generally minimizes the time of the activities that do not create any value (Rodríguez et al., 2016). Therefore, it also eliminates the time of restoring the products before it delivers to the end customers. However, the organisations focus on the positive aspects of lean management to generate the reliability and job satisfaction among the employees.
The study would focus on the business functionalities of MAS Intimates Pvt Ltd., which is the largest division of renowned MAS Holdings (Masholdings.com, 2017). This merchandising department is much focusing on the consistent pursuit of the product innovation, distribution, and serving offerings. The company holds the partnership with the larger brands Calvin Klein, H&M, Thinx, Victoria’s Secret, Marks & Spencer, La Senza, and Hanes Brand International. The design and development hubs of the company are located in 4 countries, such as London, Hong Kong, Sri Lanka, and New York. More than 37,000 people around the world are associated with the company (Masholdings.com, 2017). The company is more inclined towards bringing more innovative approaches by developing the technological skills. The management of MAS Intimates Pvt. Ltd believes that the shift to the lean management systems would be beneficial in keeping the employees motivated. The adequate technological resources are the motivational approaches for the employees to cut down the time and efforts invested for manufacturing the products. However, such sudden shifts might create some of the situational conflicts that are necessarily needed to be addressed.
Development of the lean management process ensures the reduction of the time and efforts that do not create value for the company. When the time is minimized, the employees are also not burdened with huge work pressure. Apparently, it determines the sense of satisfaction among the employees. However, the mismanagement of the lean manufacturing process can turn out to be the negative consequences for the company (Masholdings.com, 2017). It has been observed that the lack of adequate knowledge regarding the elements of the lean management process is the major problem. MAS Intimates Pvt Ltd. is also facing the significant issues related to the inappropriate knowledge. The company is simply cutting down the extra activities for minimizing the time and ensuring the continuous improvement (Masholdings.com, 2017). The top management is not directly involved in this management system. The focus is to make the continuous improvements in the innovative business process. However, removing more than two activities may change the business distribution or supply chain process.
MAS Intimates Pvt. Ltd has been facing the significant difficulties in structuring the effective communication process. The communication becomes slower and too much complex in the lean management system. People are more likely sharing the different descriptions, which are increasing the complexity levels (Masholdings.com, 2017). Moreover, eliminating few of the activities may create the risks in the business functions. However, in the next section of the study, the justification of these issues would be discussed.
It is necessary to gain adequate knowledge regarding the elements included in Lean Six Sigma. The senior managers of the company require understanding of the lean elements that create the values for the company. Accordingly, the senior management needs to provide the deployment order for engaging the employees into different activities (Boxall & Macky, 2014). It has been notified that when the management is cutting down some of the activities that do not create values. Hence, the company would not require the employees who were associated with those activities. The deployment rate thus increased in a significant way. Therefore, it may lead to dissatisfaction level (De Koeijer, Paauwe & Huijsman, 2014). Moreover, it is necessary for the top management to communicate with the employees in a transparent way. The communication transparency is much easier for the employees to address their issues (Hasle, 2014). However, in order to provide the high quality products or services, it is necessary to maintain the employees’ job satisfaction level.
On the other hand, the lean management system needs to be associated with the value creation metrics and the invested capital. The lack of proper knowledge in the lean process may lead to the failure. The merchandising department requires keeping links with the head quarters and the other branches. Especially, the senior level of the management requires supervising the activities performed in different branches of the company (Fullerton, Kennedy & Widener, 2014). However, the lack of management involvement can thus affect the entire process. The leadership development is necessary in such cases to guide the employees throughout the logistic process.
The business world has been experiencing the drastic changes in last few decades. It is even predicted that in keeping pace with the constant development, the business organisations would experience more changes in future. The insufficient information about the subject makes the study is much limited. The limited ideas of the process are quite difficult to analyze during a research process. On the other hand, the current lean management system may not be used in future due to the continuous changes in the business process. While describing the process of lean management, it is quite unpredictable if the process would maintain consistency (Bhamu & Singh Sangwan, 2014). Especially, in n advancing business world, it is difficult to assume whether this method would be maintained in future as well. The lack of extensive data related to the lean management is the major determinant of this research study. In spite of gathering the data from the secondary research, it cannot be confirmed if the method would continue in future as well. Such inconsistency is the major determinant of this research study.
The aim of the research is to analyze the impact of the lean management system. The study would also evaluate the clear understanding of the lean management process that can lead to the job satisfaction of the employees. With the special reference to MAS Intimates Pvt. Ltd, the study would present the lean management process in a merchandising department.
The chapter introduces the topic with the clear understanding of the lean management process. The overview of the company and research study is also discussed in this chapter. The identification of the problem statement and the justification is quite helpful to establish the aim of the research. Concentrating on the research objectives, the further section of the study would present the extensive ideas about the subject matter. The further study would even explore the relevant methodology for structuring the entire study in a systematic way.
The literature study provides the conceptual analysis and the theoretical background of the subject matter. The literature study generally highlights the secondary information related to the in-depth analysis of the related variables. The lean management deals with the value added activities for increasing the organisational profitability (Bhamu & Singh Sangwan, 2014). It is notable that the lean management process reduces the time and costs of the production functions. Moreover, the process considers the total quality management aspects as well. The chapter would explore the conceptual analysis of the lean management. On the other hand, the chapter would also discuss the theoretical background of the subject matter. The analysis would be taken into account for the further research process.
According to Martínez-Jurado and Moyano-Fuentes (2014), the lean management process concentrates on the value added functionalities. It is notable that the product manufacturing process is associated with many of the activities. Some of the activities do not create the significant value for the organisation. The lean management process focuses on eliminating these activities that consume more time and efforts. Aquilani et al., (2017) implied that it is essential for the company to focus on the product lines and the value chain process. The value stream analysis helps in differentiate between the wasted activities and the value creating functions. Lean manufacturing process is based on the skilled techniques. On the contrary, it was argued that lean thinking has been eliminating the traditional approaches of performing the roles and responsibilities (Jiménez-Jiménez et al., 2015). They usually remain focused towards the core competencies and the customer needs to create values form an organisation. In order to embrace the change, it is essential to adopt many of the changes. The lean management thinking embraces such changes. Lean management process focuses on accomplishing the following goals:
When the employees are satisfied with the organisational functionalities, the performance parameter is automatically increased (Jain, Bhatti & Singh, 2014). Hence, the organisation can achieve more amount of profitability. The lean management is thus quite beneficial for the organisational logistic process.
The implementation of the lean techniques depends on a systematic way. It is necessary to follow few steps that lead towards implementing the lean techniques (Pantouvakis & Bouranta, 2013). The lean management deals with the value added activities for increasing the organisational profitability. It is notable that the lean management process reduces the time and costs of the production functions. These five steps are described further:
The lean implementation tools are essential in terms of establishing the lean techniques into a service or process. According to Drohomeretski et al., (2014), it is necessary to understand the techniques of implementing the lean management process by using the appropriate tools. The lean tools are thus considered as the backbone of the lean management process. The most usable tools for lean management are Six Sigma, Five S, Value Stream Mapping, and Kaizen. The use of these tools is structured below:
The Five S is the most common type of the tool that is often used in the lean management process. The ‘S’ here stands for five different aspects, such as Set in Order, Sort, Standardize, Shine, and Sustain. This lean management tool is quite easy to implement and it promotes the lean culture within the organisation. This specific lean management tool has the commendable influence on enhancing the quality and productivity. The major focus of the Five S tool is to eliminate the wasted activities that do not create the values. On the other hand, it also attempts to increase the productivity without compromising with the quality parameter. Aziz and Hafez (2013) implied that the Five S tool is mainly creating the comfortable and better place for the employees that is helpful enough in generating the job satisfaction (Dal Forno et al., 2014). By reducing the workload, the tool serves for the betterment of the organisational atmosphere.
The first aspect is sort that determines the identification off the fundamental requirements before implementing the lean activities. This process eliminates the unnecessary functions that do not create much value. The second aspect is set in order, which signifies the labeling and placing the activities in a visible place. It is important to set the standardized location for every item. This aspect arranges the similar items together in a place that is quite easily visible (Belekoukias, Garza-Reyes & Kumar, 2014). The third aspect is shine, which determines that the workplace should be kept tidy and clean. The continuous and regular cleaning process maintains the hygiene factor within the organisation. The workplace needs to be completely cleaned and comfortable enough for the employees. It ensures the safer approaches for the employees. The next aspect is Standardize, which creates the relatable and tangible procedures and processes. This lean management tool is quite easy to implement and it promotes the lean culture within the organisation (R. Jadhav, Mantha & B. Rane, 2014). This specific lean management tool has the commendable influence on enhancing the quality and productivity. It maintains the proper standards for the first three aspects of this tool. The employees have the significant contribution in maintaining the suitable standard for the previous activities in this stage. The final aspect is sustain, which determines the maintenance and continuation of the achieved purposes. Bortolotti, Boscari and Danese (2015) pointed out that the management and the employees need to keep the focus on maintaining the established habits and adding the corrections as per the requirements. The execution process of this stage is quite challenging for both the employees and the management. It is quite difficult to maintain some of the specific activities for a longer period of time. The maintenance of the standardized and successful method is needed to be taken into consideration (Zhou, 2016). Hence, the application of these stages is much beneficial in enhancing the employee motivation and job satisfaction.
Kaizen is also one of the most significant lean management tools that focus on continuous improvement for accomplishing the business objectives of the lean management. The word ‘kaizen’ indicates the assurance of ‘continuous improvement’. The tool consists of three events. The first event is to arrange the kaizen event whereas the second stage signifies the performance of this event (Clark, Silvester & Knowles, 2013). The final stage provides the analysis of the results derived from the second stage. In the first stage, the observation of the road map would identify the specific area that needs improvement. These suggested areas would be added to a specific road map that will be helpful enough in focusing on the particular areas that require more improvements. The first stage of the kaizen tool determines the structured budget including estimated costs. It is also necessary to identify the financial benefits that the organisation would avail after implementing changes in the areas. One leader is needed to be appointed for managing the activities associated with the kaizen process. The kaizen leaders have to take the responsibilities to ensure changes and measuring the improvements. In fact, it is the responsibility of the kaizen leader to monitor the success and identify the areas, which need more improvements. Accordingly, the necessary actions are needed to be undertaken.
The six sigma tool is generally designed to eliminate the wasted activities for enhancing the productivity. It is to be specified both the six sigma and lean management aspects are derived from one major linking that is lean thinking. These programmes have evolved by focusing on the unique and new approaches to the production activities. The lean management ensures the enhancements of the productivity whereas six-sigma specify the enhancements of the adequate quality parameter. Belekoukias, Garza-Reyes and Kumar (2014) implied that the six sigma tool has the stronger impact on the customer satisfaction level and fulfilling the requirements of the customer requirements. The objective of the six sigma tool is to implement a preferable strategy that has the clear focus on the improvement of key processes. The application of DMADV and DMAIC methodologies will be helpful in accomplishing such purposes. DMAIC is the most fruitful methodology that is used for defining, measuring, analyzing, improving, and controlling. On the other hand, the DMADV is used for ensuring improvements for the new processes. Six sigma tools develop the ideas about maintaining the employee effectiveness through adequate training and development process that includes the efficient problem-solving skills (Clark, Silvester & Knowles, 2013).
The value stream mapping is one type of process flow that serves for reducing the non-value added functions. According to Aziz and Hafez (2013), the value stream mapping process is much helpful in aiding to control and supervising the process flow within an organisation. The people, who have the direct involvement with the entire process, need to be the significant part of the value mapping process. The involvement of such associates would be beneficial in accomplishing the best results from the value stream mapping process. It is considered as the visual tool that defines the current state of the organisation (Jain, Bhatti & Singh, 2014). It links the value added services to the non-value added services. The value added services associated with this model provides a structured and predictable map by removing the non-value added activities.
Analysis of the employee perspectives is essential for understanding the effectiveness of the lean management. In order to assimilate the ideas of the employees’ perspectives, it is necessary to categorize the employee types associated with the lean management activities. Based on the attitude and mindset, the employees are categorized into three major types. It is quite helpful for the managers to work in a sequential way with the categorizing process of the employee types. These types are discussed further:
The Good Soldiers are the ones who are efficiently managing their work without any skepticism and resistance. These employees have the enough respects for the authority and they usually do not challenge the assigned tasks (Bhamu & Singh Sangwan, 2014). They visualize their job responsibilities as the medium of gaining financial benefits. They are even satisfied and happy with their job roles.
The skeptic employees have the long working experience within a specific company. This type of employees is often much cynical and quite skeptic about the future changes. During the necessity, they are needed to be convinced and addressed the specific changes as well as the reason behind the changes (Rodríguez et al., 2016). They are the biggest supporter of the company and encourage the other employees.
The resisters are the most difficult to deal with when there will be any specific changes. They are not flexible enough to accept the changes. These employees usually have the negative opinions towards any change occurred within the organisation (Aziz & Hafez, 2013). They are not even much efficient towards maintaining their responsibilities.
The changes in the business environment have changed the demands of the customers. Therefore, it becomes important for each of the organisation to adopt the secure and effective strategic functionalities that can be fruitful enough in securing the competitive edge. The implementation of the lean management principles or techniques is quite useful in ensuring the positive impacts on the associated employees (Clark, Silvester & Knowles, 2013). The tools used for the implementation process are focusing on improving the organisational culture and safety. The job safety and security is quite effective enough in gathering the job satisfaction level. Moreover, it has been observed that the lean management process eliminates the wasted activities that do not create any value. Hence, it is notable that the employees need to invest lesser time and efforts on managing the tasks. It automatically generates the job satisfaction of working in an efficient way.
The literature study provides the theoretical background of the lean management. The information gathered from the secondary sources determines that the lean management process is removing certain production activities that do not add much value to the products. In order to assimilate the ideas of the employees’ perspectives, it is necessary to categorize the employee types associated with the lean management activities. Based on the attitude and mindset, the employees are categorized into three major types. Therefore, the employees do not need to provide extra efforts and extra time on several activities. The techniques and tools used for implementing lean management are suggesting that the process is quite effective enough in generating job satisfaction among the employees. The classifications of the employee types are also discussed in this literature part. The further section of the study will link the information gathered from the literature review section.
The research methodology is the systematic and structured way of conducting the research process (Creswell & Poth, 2017). The research focuses on identifying the impact of the lean management process in generating the job satisfaction among the employees in a merchandising department. In order to conduct the data related to the subject matter, the research study would be based on both the primary and secondary data collection process. The application of the justified methodologies would be discussed in this section of the study.
The research philosophy determines the belief about the diverse way of conducting the research information. The appropriate philosophy provides the insight about the relevant technique of analyzing the data. The research philosophy is classified into three major divisions, such as realism, positivism, and interpretivism. The realism and positive philosophy belong to the similar characteristics (Creswell & Poth, 2017). The positivism philosophy deals with the extraction of the hidden truth. It is free from the human manipulation and provides the fact regarding the subject matter. On the other hand, the interpretivism philosophy deals with human interpretation by making some of the contextual assumptions. The study requires dealing with the truth by extracting information from the real life scenario. Hence, the use of the positivism philosophy would be much appropriate for conducting this research study.
The research approach is important in developing the theoretical pattern of the data collected for the research purpose. The research approach is much flexible in nature and quite suitable for collecting the qualitative information. The research approach is categorized into two divisions, such as deductive and inductive approach. The deductive approaches of the research study aims at testing the existing theories. On the other hand, the inductive approach is concerned with the emergence of the new theory from the collected data (Smith, 2015). In order to conduct this specific research study, it is necessary to concentrate on the hypothetical value to judge the consequences. Hence, the use of the deductive approach would be appropriate for this study.
The research design refers to the overall strategic process selected for integrating the different components present in the study. The research design is classified into three major divisions, such as exploratory, explanatory, and descriptive. Exploratory research design focuses on exploring any new aspect of the research process. On the other hand, the explanatory research attempts to connect the relatable ideas for understanding the causes and effects. Finally, the descriptive design helps in increasing knowledge regarding the subject matter and adds value to the research study (Panneerselvam, 2014). In order to establish the ideas about the impact of lean management, it is necessary to increase the proper knowledge about the conceptual analysis of lean management process. The use of the descriptive design would thus be justified for analyzing the data related to the impact of lean management.
In order to develop any research study, it is essential to gather the adequate information related to the subject matter. The use of the proper method of collecting data adds value to the research process in a significant way. The study requires evaluating the vast and in-depth ideas about the subject matter by collecting both the primary and secondary information. The study is thus analyzed through establishing the mixed method research. Both the secondary and primary data will be collected for understanding the core concept of the subject. In the secondary data collection process, the information would be gathered from the different secondary sources, such as journal, books, and websites (Mertens, 2014). On the other hand, the primary data collection process depends on two primary methods, such as quantitative data collection and qualitative data collection. The quantitative data collection method emphasizes on measuring the objects and analyzing the numerical or statistical data (Creswell & Poth, 2017). In usual cases, the quantitative data is collected by conducting a survey process by distributing questionnaire to the respondents.
On the other hand, the qualitative data collection is one type of exploratory research that helps in gaining understanding related to the reason, motivations, and opinions. In the qualitative data collection process, the telephonic interview session will be organized among the managers of the respective organisation. The process is quite effective enough in developing the hypotheses of the potential quantitative research.
The sampling method is utilized to gather responses from a larger amount of respondents who are directly connected to the real scenario. In this research study, the two types of the sampling techniques would be used. The Probability Simple Random Techniques would be used for conducting the online survey process among 50 employees associated with Infosys. On the other hand, the non-probability convenience sampling would be used to arrange the telephonic interview session of 3 managers from Infosys. The responses would be collected and analyzed to understand the research purpose.
The data analysis part holds the most significance in this entire research study. The ideas derived from the data collection process are needed to be analyzed by using proper data analysis tool. The collected data from the respondents participated in the survey process will be analyzed by using several software tools and techniques, such as MS Excel, SPSS, Regression, and Correlation analysis. The statistical data analysis provides the insightful ideas about the variable associated with the study. On the other hand, the data analysis process includes the charts, tables and diagrams for making the data more attractive and impressive. The interpreter can be used in the qualitative data collection process for memorizing the information discussed with the managers.
Conducting the research process is quite difficult for the researches. It is essential to consider some of the ethical behaviour while conducting the data related to the subject matter. As per the Data Protection Act 1999, the personal information of the respondents would not be disclosed. The identity of the participants would be anonymous and the information would not be shared by any mean. The researcher cannot persuade any respondents to answer any specific question. The respondents even have the full authority to withdraw their responses at any point of time. The collected data from the data collection process would not be shared to any other researchers. Moreover, the information cannot be used for the second time to conduct any other research. Maintaining such ethical concerns is essential for each of the researcher involved with the research process.
|
List of Activities |
Start Date |
Duration |
End Date |
|
Selection of Topic |
20-Aug |
1 |
21-Aug |
|
Topic Confirmation |
22-Aug |
2 |
24-Aug |
|
Preliminary Research |
24-Aug |
5 |
29-Aug |
|
Selection of Research Design |
29-Aug |
3 |
1-Sep |
|
Write Research Proposal |
7-Sep |
10 |
17-Sep |
|
Modification |
18-Sep |
10 |
28-Sep |
|
Confirmation of Proposal |
29-Sep |
5 |
4-Oct |
|
Thesis Introduction |
5-Oct |
5 |
10-Oct |
|
Literature Review |
11-Oct |
10 |
21-Oct |
|
Submission of First Draft |
24-Oct |
1 |
25-Oct |
|
Writing methodology |
25-Oct |
15 |
9-Nov |
|
Submission of Second Draft |
10-Nov |
1 |
11-Nov |
|
Primary Data Collection |
11-Nov |
15 |
26-Nov |
|
Data Analysis |
27-Nov |
15 |
12-Dec |
|
Conclusion |
12-Dec |
2 |
14-Dec |
|
Submission of Thesis Paper |
15-Dec |
1 |
16-Dec |
|
Modification |
17-Dec |
5 |
22-Dec |
|
Presentation |
22-Dec |
1 |
23-Dec |
Chart 1: Timeline
(Source: Created by the Author)
References
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