Cited by 133Quality and Supply ManagementManagement Systems and Quality ImprovementManagement and Optimization Techniques

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Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry

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Marin-Garcia, Juan A., Bonavia, Tomas·2015·International Journal of Production Research

DOI 10.1080/00207543.2014.975852

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Abstract

This research aims to empirically test the effect of employee involvement on lean manufacturing (LM), and the effect of LM on production outcomes. Employee involvement is operationalised through four related variables: empowerment, training, contingent remuneration and communication. The effects are tested by recording management perceptions in a different industrial sector from those usually studied in previous research – ceramic manufacturers, a highly competitive and internationally successful sector. We obtained data from 101 ceramic tile plants (64% of response rate) in the Valencia region of Spain. This approach is developed using a statistical method called partial least squares. All paths are significant except for contingent remuneration; specifically, relationships were found between empowerment, training, communication and LM, and between LM and performance.

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Albzeirat, M. K. (2018) · International Journal of Engineering Management · doi:10.11648/j.ijem.20180202.12 · Cited by 11
“Objective and Firm Classification The main objectives of previous studies [123-134] were based on exploring the financial and non-financial consequences of lean implementation, the improvement of the evaluation process and exploring the impact of employee’s participation in the implementation of lean.”
Enhancing participation through organizational drivers
Ruiz-Pérez, F., Lleó, Á., Viles, E., & Jurburg, D. (2020) · The TQM Journal · doi:10.1108/tqm-01-2020-0012 · Cited by 10
Perfect couple or toxic relationship? A meta‐analysis of the effects and interplays of lean and agile strategies to improve performance
Matz, K., Foerstl, K. D., & Suurmond, R. (2024) · Journal of Business Logistics · doi:10.1111/jbl.12390 · Cited by 9
Lean Practices, Perceived Environmental Uncertainty, and Business Performance: a Quantitative Study of Smes in Thailand
Thunyachairat, A., Jangkrajarng, V., Theeranuphattana, A., & Ramingwong, S. (2023) · International Journal of Professional Business Review · doi:10.26668/businessreview/2023.v8i5.2137 · Cited by 9
“…(Netland, T. H.,2016; Valente et al., 2020) no significant impact (Fullerton et al., 2003:Green Jr et al., 2014) and partially negative impact (Marin-Garcia and Bonavia, 2015; Maware et al., 2022) But, Jadhav et al. (2014) argued that not all manufacturing firms can successfully transform…”
Background
Lean implementation in Indian manufacturing MSMES: a SAP-LAP analysis
Matharu, M., & Sinha, N. (2019) · Management and Production Engineering Review · doi:10.24425/mper.2019.128245 · Cited by 11
Enterprise-wide diagnostic in the UK SME: focus beyond tools and techniques
Kumar, M., & Harris, I. (2020) · Production Planning & Control · doi:10.1080/09537287.2020.1758822 · Cited by 7
“As discussed in the previous sub-section, it is important for the management to publicly recognise the contribution of employees, either financially or through other methods, to sustain CI culture and drive innovation in organisations (Bessant et al. 2001; Kim et al. 2011; Marin-Garcia and Bonavia, 2015).”
Background
Adopción parcial e integral de las prácticas del sistema técnico de Lean en la industria maquiladora de manufactura en México
Pineda, J. A. C. (2021) · RECAI Revista de Estudios en Contaduría Administración e Informática · doi:10.36677/recai.v11i30.16919 · Cited by 9
An actor–network theory perspective for “Lean” interventions in manufacturing firms
Abdallah, S., Malik, M., & Chaudhry, U. (2020) · The TQM Journal · doi:10.1108/tqm-05-2019-0146 · Cited by 10
Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems
Lleó, Á., Viles, E., Jurburg, D., & Santos, J. (2020) · International Journal of Quality and Service Sciences · doi:10.1108/ijqss-10-2019-0118 · Cited by 9
Not so different altogether: Putting Lean and sociotechnical design into practice in a process industry
Hekneby, T., Benders, J., & Ingvaldsen, J. A. (2021) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.3263 · Cited by 9
“From an LP perspective, standards for work execution codify best practice and can—and should—be systematically refined through continuous improvement activities (Adler & Cole, 1993; Marin-Garcia & Bonavia, 2015).”
BackgroundInfluential
Lean management and performance of telecommunication firms: The mediating role of workplace structure
Afunwa, A. P., Agbaeze, E. K., Ike, N. M., & Isichei, E. E. (2020) · Cogent Business & Management · doi:10.1080/23311975.2020.1761637 · Cited by 11
“We adapted the study of Cua et al. (2001) and Marin-Garcia and Bonavia (2014) in framing the items in the scale for employee’s involvement.”
BackgroundMethod
Proposed guidelines for treatment of recurrent failures for sustainability of results in the post-project improvement stage process
Almeida, C. M., de Araújo, F. O., Abreu, C. G. S., & Batista, H. M. C. D. S. (2021) · Benchmarking An International Journal · doi:10.1108/bij-06-2020-0277 · Cited by 8
Improving through employee participation: The case of a Spanish food manufacturer
González-Boubeta, I., Portela-Caramés, I., & Prado-Prado, J. (2021) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.3362 · Cited by 2
“In this regard, several authors (Jaca, Viles et al., 2012; Marín-García & Bonavia, 2015; Marín-García et al., 2008; Prado-Prado et al., 2020; O'Donoghue, Stanton & Bartram, 2011) have been able to identify those factors in their research.”
Background
Involving employees in reducing musculoskeletal discomfort while implementing lean: insights from the ready-made garments industry
Hamja, A., Latif, M. A., Marma, M., Haq, M. M., Mustafa, M. A., & Morshed, M. S. (2025) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-09-2024-0659 · Cited by 7
Lean logistics and corporate green practices: messianic methodologies for achieving business excellence in the logistics industry via green stakeholder satisfaction
Afum, E., Agyabeng-Mensah, Y., & Baah, C. (2024) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-01-2021-0008 · Cited by 7
Study on lean thinking among MSMEs in the Machine tool sector in India
Priyadarshini, R. G., Kumar, V., & Rajlakshmi, S. A. (2018) · IOP Conference Series Materials Science and Engineering · doi:10.1088/1757-899x/310/1/012091 · Cited by 6
“[20], [21], [22], [23], [24], [25], [26], [27] 0 20 40 60 80 100”
Structural equation modelling based empirical analysis of technical issues for lean manufacturing implementation in the Indian context
Basu, P., Ghosh, I., & Dan, P. K. (2018) · International Conference Industrial Technology and Management · doi:10.1109/icitm.2018.8333920 · Cited by 2
“INTRODUCTION There is a radical change in the industrial sector in the past two decades and most industrial enterprises operate today in an environment of increasing competition, changing market conditions and customer requirements, fluctuating demand and technological advancement [1].”
Background
Chief operating officers’ long-term orientation and corporate lean production
Xue, X., Hu, N., Qiu, F., & Li, G. (2025) · Journal of Business Research · doi:10.1016/j.jbusres.2025.115247 · Cited by 6
Lean Implementation Barriers and the duality of lean in an Organisations
Austin, W., & Adebayo, F. (2021) · Applied Journal of Economics Management and Social Sciences · doi:10.53790/ajmss.v2i1.6 · Cited by 5
“Garcia and Bonavia (2015) noted that proper training and orientation of workers is a bedrock of all efforts for reform and seems to be key to effective lean adoption.”
Background
Efficiency realization and capacity increase: implementing lean six sigma in a growing startup
Bakke, M., & Claudio, D. (2023) · Small Enterprise Research · doi:10.1080/13215906.2023.2200746 · Cited by 7
Unveiling the impact of operational excellence practices on corporate performance: an exploratory research
Swarnakar, V., & Khalfan, M. (2025) · The TQM Journal · doi:10.1108/tqm-06-2024-0224 · Cited by 3
The application of term mining techniques and fuzzy proximity for driving force study in lean management
Jing, S., Luo, P., Niu, Z., Yan, J., & Ho, Z.-P. (2020) · Computers & Industrial Engineering · doi:10.1016/j.cie.2020.106731 · Cited by 4
The Economic Effects of Direct and Indirect Employee Involvement: Evidence From Corporate Social Responsibility Reports of Chinese Listed Companies
Jiang, Y., He, X., Zhu, Y., Wu, G., & Gao, X. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.762608 · Cited by 4
Longitudinal study of lean tools in Spanish manufacturing firms
Palacios-Gazules, S., Leal, G. G., & Vila, R. D. C. (2023) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-11-2022-0406 · Cited by 5
PRIORITISING CRITICAL SUCCESS FACTORS OF LEAN IMPLEMENTATION IN THE FOOD SUPPLY CHAIN
Asmae, M., Ennadi, A., & Herrou, B. (2023) · Proceedings on Engineering Sciences · doi:10.24874/pes05.01.012 · Cited by 3
Data Analysis
Humdan, E. A., Shi, Y., & Behnia, M. (2024) · Springer eBooks · doi:10.1007/978-981-97-6359-7_5 · Cited by 3
The service concept – a missing link in lean for services
van Assen, M. F., & Lameijer, B. A. (2023) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2023.2222064 · Cited by 2
Design and implementation of a training process in lean logistics to achieve operational excellence: case study of industrial appliance manufacturer
Navarro, I., Unzueta, G., & Eguren, J. A. (2025) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-02-2025-0129 · Cited by 2
Lean production in the Industry 4.0 Era: Fabrication accelerator
Fagroud, F.-Z., & Benchekroun, B. A. (2025) · IEEE International Conference on Advanced Technologies in Supply Chain Management (ATSCM) · doi:10.1109/atscm67505.2025.11473866 · Cited by 2
“Both methodologies are seen as pillars in rigid continuous process industries where efficiency and performance are crucial [4, 10, 24, 35].”
Data Set on the Use of Continuous Improvement Programs in Companies From Open-Ended Questions
Tárraga, A. J., Santandreu‐Mascarell, C., & Marin-Garcia, J. A. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.693727 · Cited by 2
Self-citation

Authors: Marin-Garcia, J. A., & Bonavia, T.
Affiliations: Universitat Politècnica de València (ES)
Corresponding author: Marin-Garcia, Juan A.
ORCID: Marin-Garcia, Juan A.
Venue: International Journal of Production Research
Publisher: Informa UK Limited
Published: 2014-11-04
Volume: 53
Issue: 11
Pages: 3260-3275
ISSN: 0020-7543 (ISSN-L)
1366-588X
DOI: 10.1080/00207543.2014.975852
OpenAlex: W2031038417
Cited by: 133
References: 104
Citations by year: 2026: 5 · 2025: 15 · 2024: 9 · 2023: 17 · 2022: 11 · 2021: 18 · 2020: 21 · 2019: 11 · 2018: 13 · 2017: 7 · 2016: 3 · 2015: 2
FWCI: 8.86
Type: journal article
Language: en
Open access: green
hdl.handle.net
Licence: cc-by-nc-nd
Locations: International Journal of Production Research (publishedVersion)
RePEc: Research Papers in Economics (submittedVersion)
RiuNet (Universitat Politècnica de València) (submittedVersion, cc-by-nc-nd)
Repository of Digital Objects for Teaching Research and Culture (University of Valencia) (submittedVersion, cc-by-nc)
Funders: Universitat Politècnica de València (PAID-06-12)
Topics: Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
Social Sciences › Business, Management and Accounting › Strategy and Management › Management Systems and Quality Improvement
Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Optimization Techniques
Keywords: employee participation, lean manufacturing, employee empowerment, employee training, communication, production performance, ceramic tile manufacturing, continuous process industries, managers' perceptions

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Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry

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