The Adoption of Lean Principles to Reduce Resistance to Change in Transforming a Shipyard
Keywords:Lean, action research, resistance to change, theory of cognitive dissonance
A Shipyard is trying to change, but facing employee Resistance to Change (RTC). Resistance is attributed to the dysfunctional organisational context in the form of technical and political/structural issues giving rise to non-conformance behaviour. An action research was conducted with the author as a participant researcher to understand and identify the underlying behaviour of the employees. Lean production was used as an intervention to re-couple tasks to behavioural elements. Resistance is due to incoherency of a person’s belief in established standards, giving rise to cognitive dissonance. Lean principles reduces dissonance, creating psychological flow in the workforce and the momentum for change. As a result, the shipyard managed to recovered the delay of a ship and delivered it on-time, with cost avoidance of RM63 million in liquidated damage. The Shipyard also managed to reduce the average delay for ships undergoing repair to 6 months, compared to previous average delay of 17 months. This research was a collaboration between the employees and the researcher to identify the source of RTC. The outcome is both, insightful in creating change and contribution to knowledge. The significance of this study is the realisation of how individuals and groups’ past behaviour can subconsciously challenge the existence of the organisation and better methods. The study provides an exploratory model on the workings of human behavioural elements in Lean production. The knowledge of how the researcher gained utility from resistance and mediate through the application of these techniques would be of considerable benefit to leaders of change management.
How to Cite
This work is licensed under a Creative Commons Attribution 4.0 International License.
The Journal of Business Management and Accounting (JBMA) 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 Business Management and Accounting (JBMA) 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.