Does lean manufacturing improve employee learning?

Abstract

This research is a single-organisation case study examining the implementation of lean manufacturing ('lean') and the effect it has had on employee learning. It focuses on a New Zealand-based manufacturer who started the implementation of 'lean' practices in 2010. Lean had been adopted by 'Renaissance Company' to increase its competitiveness as it continued to expand into trans-Tasman and international markets. This research aims to help fill a gap in understanding about lean manufacturing and learning. We do not know enough about lean manufacturing in New Zealand and its effects on employees and much of the research that has been published points to greater work intensification and decreases in autonomy and skill utilisation. However, if the extra pressures of lean are accompanied by greater decision-making ability then learning should occur. To understand more about how lean manufacturing affects learning, I used 60 qualitative interviews from employees within the Operational area of Renaissance Company. The interviews included whether responsibilities, decision-making ability and skills had changed, and why any changes had occurred. I examined how these factors influenced motivation and learning in employees. In this research I examined the cognitive and motivational paths to learning. The results of this research covered a range of different employee motivation and learning levels, from un-motivated to motivated, and learning to not learning. I concluded that lean manufacturing does increase employee learning. However, the extent of learning is contingent on several conditions: the nature of the practices implemented; the front-line manager; control, pressure and order; motivation; and existing literacy levels.