KNOWLEDGE TRANSFER IN LEAN MANAGEMENT: EXPERIENCE FROM MALAYSIAN SME
This study explores how SME develops knowledge transfer in Lean management, particularly lean tacit knowledge. Lean tacit knowledge is very significant in ensuring the success of lean management implementation, yet the SMEs often found difficulties due to limited capital and resources. A single case study of Malaysian SME in the automotive industry was selected for this purpose. Results show that lean training, problem solving using case study, factory visit, sharing of lean database and online learning are the common approaches used by the studied company in developing the lean tacit knowledge. Moreover, the accomplishment of this knowledge transfer in lean management necessitates strong commitment from the employees and the top management support. This study incorporates some practical implications for the organizations that aim to implement lean management effectively.
Arnheiter, E. D., & Maleyeff, J. (2005). The integration of lean management and Six Sigma. The TQM magazine, 17(1), 5-18.
Asnan, R., Nordin, N. & Othman, S.N. (2015). Managing change in service sector implementation. Procedia-Social and Behavioral Sciences, 211, 313-319.
Charron, R., Harrington, H. J., Voehl, F., & Wiggin, H. (2014). The Lean Management Systems Handbook (Vol. 4): CRC Press.
Gabriel, E. (1997). The lean approach to project management. International Journal of Project Management, 15(4), 205-209.
Herron, C., & Hicks, C. (2007). The transfer of selected lean manufacturing techniques from Japanese automotive manufacturing into general manufacturing (UK) through change agents. Robotics and Computer-Integrated Manufacturing, 24(4), 524-531.
Kumar, R., & Kumar, V. (2014). Barriers in implementation of lean manufacturing system in Indian industry: A survey. International Journal of Latest Trends in Engineering and Technology, 4(2), 243-251.
Liker, J. K. (2004). The Toyota Way. New York: Mc Graw-Hill.
Marie, J.-L., Bronet, V. & Pillet, M. (2005). A typology of ‘best practices’ for a benchmarking process. Benchmarking: An International Journal, 12(1), 45-60.
Mayr,A., Weighelt, M., Kuhl, A., Grimm, S., Erll, A., Potzel, M. & Franke, J. (2018). Lean 4.0-A conceptual conjunction of lean management & Industry 4.0. Procedia CIRP, 72, 622-628.
Moriarty, J.P. & Smallman, C. (2009). En route to a theory of benchmarking. Benchmarking: An International Journal, 16 (4), 484-503.
Mostafa, S., Dumrak, J. & Hassan, S. (2013) A framework for lean manufacturing implementation. Production & Manufacturing Research, 1(1), 44-64, DOI: 10.1080/21693277.2013.862159
Mrugalska, B. & Wyrwicka, M. K. (2017). Towards Lean Production in Industry 4.0. Procedia Engineering, 182, 466–473.
Muniz, J., Dias Batista Jr, E., & Loureiro, G. (2010). Knowledge-based integrated production management model. Journal of knowledge management, 14(6), 858-871.
Nahapiet, J. & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.
Nordin, N., Mohamed, R., & Uchihira, N. (2019). Model of Tacit Knowledge Transfer in Lean Management Implementation in an Organization. IntechOpen. https://doi.org/10.5772/intechopen.85514
Pavnaskar, S., Gershenson, J., & Jambekar, A. (2003). Classification scheme for lean manufacturing tools. International Journal of Production Research, 41(13), 3075-3090.
Recht, R., & Wilderom, C. (1998). Kaizen and culture: on the transferability of Japanese suggestion systems. international business review, 7(1), 7-22.
Rose, A. N. M., Deros, B. M., & Rahman, M. N. A. (2013). Lean Manufacturing Practices Implementation in Malaysian's SME Automotive Component Industry. Paper presented at the Applied Mechanics and Materials.
Spear, S., & Bowen, H. K. (1999). Decoding the DNA of the Toyota production system. Harvard business review, 77, 96-108.
Taj, S. (2005). Applying lean assessment tools in Chinese hi-tech industries. Management Decision, 43(4), 628-643.
Tohidinia, Z., & Mosakhani, M. (2010). Knowledge sharing behaviour and its predictors. Industrial Management & Data Systems, 110(4), 611-631.
Tyagi, S., Cai, X., Yang, K. & Chambers, T. (2015). Lean tools and methods to support efﬁcient knowledge creation. International Journal of Information Management, 35, 204–214.
Wagner, T., Herrmann, C., Thiede, S. (2017). Industry 4.0 impacts on lean production management. Procedia CIRP, 63, 125-131.
Zhou, B. (2016). Lean principles, practices, and impacts: a study on small and medium-sized enterprises (SMEs). Ann Operation Research, 241, 457–474. doi: 10.1007/s10479-012-1177-3.
This work is licensed under a Creative Commons Attribution 4.0 International License.
The Journal of Technology and Operation Management (JTOM) has taken all reasonable measures to ensure that material contained in this website is the original work of the author(s). However, the Journal gives no warranty and accepts no responsibility for the accuracy or the completeness of the material; no reliance should be made by any user on the material. The user should check with the authors for confirmation. Articles published in the Journal of Technology and Operation Management (JTOM) do not represent the views held by the editors and members of the editorial board. Authors are responsible for all aspects of their articles except the editorial screen design.