Enhancing the role of the Kaizen suggestion tool in South African lean automotive companies of the Eastern Cape

摘要

The Toyota manufacturing system, aptly referred to as Lean manufacturing, has received a reasonable appreciation and awareness over the past decade in South African industry. This production phenomenon constitutes an organizational culture that encourages world-class production success through the liberation of factory resources, while employees are empowered and encouraged to contribute ideas for the improvement of processes and products. However, despite lean awareness and the crucial role of employee participation in the suggestion of ideas in world-class organizations, the performance level of lean manufacturing in South African industry is largely devoid of the Kaizen suggestion tool, particularly in the automotive companies of the Eastern Cape. The aim of this research was to proffer appropriate recommendations, improved awareness, understanding and practice for the improvement of the Kaizen suggestion principle in the automotive companies of the Eastern Cape. The research primarily focused on the ‘management/employees’ paradigm within the organisational context. The methodology employed in the study included a thorough review of the relevant literature and a questionnaire, which was developed and administered to both the management and employees of the thirty automotive components suppliers in Eastern Cape. The target companies constituted the units of analyses and therefore provided the opportunity for a detailed investigation of the links between management and employees as well as a submission of ideas for operational and organisational processes as established in the literature review. Epistemologically, the research is objectivist and paradigmically, positivist. However, some qualitative aspects of the data were relevant to the study and, therefore, were used in a complementary manner. The case approach utilized mixed methods by applying a range of data collection techniques and evidence from multiple sources while the sampling technique was sequential, involving both purposive and stratified random sampling. The study reveals the apparent lack of a systematic mechanism for the practice and administration of the Kaizen suggestion tools in most Eastern Cape automotive companies. This demerit is found to have negatively affected maximum employee participation and involvement in organizational decision making within the Province. The study has established a basic level of awareness and understanding among employees / employers relations that the Kaizen suggestion scheme is a vital tool for delivering strategic objectives in the management of decision making and organizational growth. The study strongly advocates the inclusion of employee suggestion systems as part of the organizational process.