5s a quality improvement tool for sustainable performance: literature review and directions
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| 1.8 BARRIERS IN 5S IMPLEMENTATION
Meng Bo (2008) and Becker (2001) have highlighted that lack of leadership, non- involvement of employees and worse communication lines are the common barriers hindering the successful implementation of 5S programs. Grier (2008) has argued that resistance to change is a significant challenge in implementing and sustaining a 5S system. Many other researchers like Eocha (2000), Warwood and Knowles (2004), and Ablanedo-Rosas et al. (2010) (Suarez- Barraza and Ramis-Pujol, 2012) have identified the following barriers adversely affecting the organisational achievements through 5S programs during their research: • Insufficient commitment and little interest in the implementation of 5S Program by the upper management. • Lack of clarity of the purpose of 5S implementation in the organization. • Low motivation of employees and insufficient guidance knowledge of 5S principles. • Firm culture is also responsible for the failure of 5S program. • Lack of integration of 5S initiatives with other quality improvement drives and organisational goals and policies. • Hapless communications among employee in the organisation. • Lack of application of plan, do, check, act (PDCA) in the implementation of 5S • Inability of management to convince employees that improvements from 5S initiatives are true or will be sustained (Radnor, 2010) • Strained industrial relations with trade unions and employees severely affecting buy in of management to pursue improvement initiatives Downloaded by University of Colorado Boulder At 23:40 17 January 2017 (PT) 29 of 45 • Lack of empowerment at workplace • Weak relation among the employees and absence of team spirit among them. • Inability of the management to provide adequate resources for affecting workplace improvements. • Nonexistence of authorization at the work floor. • Weak relationship among the department, involvement of position level and attitudes in the organization. • Lack of culture of kaizen implementation at the workplace. • Absence of scheduling, forecasting and no response to any inquiry. • Intent of employees to do tasks with minimum of effort, even though it may cause damage to machinery or the product (Malik, 2014) • Inability of the medium level management to oversee the laid out procedures are being strictly adhered at workplace by the employees. • Perception of workers that they are already too pre-occupied in their work, they have no time to clean and organize the workplace (Titu et al., 2010). • No encouragement rewards and incentive given to the worker for better their performance. • Inappropriate evaluation and standardisation of 5S initiatives • Wrong perception about the status of 5S program for the organization. • Adoption of multiple implementation projects simultaneously by the organisations and lack of time for employees to the successful implementation of any one initiative. tải về 0.69 Mb. Chia sẻ với bạn bè của bạn:
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