Lean principles reduces resistance to change in transforming a shipyard operations
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 discourse giving rise to non-conformance behaviour. An action research was conducted to identify the h...
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| Format: | Article |
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Universiti Malaysia Sarawak
2018
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| _version_ | 1796863476544569344 |
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| author | Yushak, Mohamed Shamaun Dolah, Rozzeta Abu Bakar, Nooh |
| author_facet | Yushak, Mohamed Shamaun Dolah, Rozzeta Abu Bakar, Nooh |
| author_sort | Yushak, Mohamed Shamaun |
| collection | ePrints |
| description | 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 discourse giving rise to non-conformance behaviour. An action research was conducted to identify the hidden underlying behaviour of the employees causing RTC and to implement change. The research found that RTC is due to incoherency of a person’s belief to establish standards, giving rise to cognitive dissonance. Lean production was used as an intervention to re-couple tasks to behavioural elements by reducing dissonance. Lean reduces dissonance, creates psychological flow, and momentum for change. As a result, the shipyard managed to recover the delay of a ship and delivered it on-time, with cost avoidance of millions of ringgits in liquidated damage. The Shipyard also managed to deliver subsequent ships on-time, compared to an average delay of 17 months, previously. The significance of this study is the realisation of how Lean principles challenge the underlying basic assumptions by creating self-awareness and improves self-efficacy. The study provides an exploratory model as to the workings of human behavioural elements in Lean production. The knowledge on 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. |
| first_indexed | 2024-03-05T20:27:20Z |
| format | Article |
| id | utm.eprints-81888 |
| institution | Universiti Teknologi Malaysia - ePrints |
| last_indexed | 2024-03-05T20:27:20Z |
| publishDate | 2018 |
| publisher | Universiti Malaysia Sarawak |
| record_format | dspace |
| spelling | utm.eprints-818882019-09-30T12:59:40Z http://eprints.utm.my/81888/ Lean principles reduces resistance to change in transforming a shipyard operations Yushak, Mohamed Shamaun Dolah, Rozzeta Abu Bakar, Nooh T Technology (General) 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 discourse giving rise to non-conformance behaviour. An action research was conducted to identify the hidden underlying behaviour of the employees causing RTC and to implement change. The research found that RTC is due to incoherency of a person’s belief to establish standards, giving rise to cognitive dissonance. Lean production was used as an intervention to re-couple tasks to behavioural elements by reducing dissonance. Lean reduces dissonance, creates psychological flow, and momentum for change. As a result, the shipyard managed to recover the delay of a ship and delivered it on-time, with cost avoidance of millions of ringgits in liquidated damage. The Shipyard also managed to deliver subsequent ships on-time, compared to an average delay of 17 months, previously. The significance of this study is the realisation of how Lean principles challenge the underlying basic assumptions by creating self-awareness and improves self-efficacy. The study provides an exploratory model as to the workings of human behavioural elements in Lean production. The knowledge on 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. Universiti Malaysia Sarawak 2018 Article PeerReviewed Yushak, Mohamed Shamaun and Dolah, Rozzeta and Abu Bakar, Nooh (2018) Lean principles reduces resistance to change in transforming a shipyard operations. International Journal of Business and Society, 19 (S2). pp. 274-286. ISSN 1511-6670 |
| spellingShingle | T Technology (General) Yushak, Mohamed Shamaun Dolah, Rozzeta Abu Bakar, Nooh Lean principles reduces resistance to change in transforming a shipyard operations |
| title | Lean principles reduces resistance to change in transforming a shipyard operations |
| title_full | Lean principles reduces resistance to change in transforming a shipyard operations |
| title_fullStr | Lean principles reduces resistance to change in transforming a shipyard operations |
| title_full_unstemmed | Lean principles reduces resistance to change in transforming a shipyard operations |
| title_short | Lean principles reduces resistance to change in transforming a shipyard operations |
| title_sort | lean principles reduces resistance to change in transforming a shipyard operations |
| topic | T Technology (General) |
| work_keys_str_mv | AT yushakmohamedshamaun leanprinciplesreducesresistancetochangeintransformingashipyardoperations AT dolahrozzeta leanprinciplesreducesresistancetochangeintransformingashipyardoperations AT abubakarnooh leanprinciplesreducesresistancetochangeintransformingashipyardoperations |