A Lean implementation framework encompassing South African Ubuntu

The third design phase of this study directed the design and development of “the Lean-Ubuntu implementation framework”. Numbering – The page numbers of articles correspond to the specific publication page numbers and interrupt the numbering of the rest of the thesis.

INTRODUCTION

BACKGROUND

Background on Lean philosophy and culture
Previous research in the South African context

PROBLEM STATEMENT /OPPORTUNITY
RESEARCH AIM
RESEARCH OBJECTIVES
FIELD OF RESEARCH
CHAPTER DIVISIONS
CHAPTER SUMMARY

The study conducted by (Mangaroo-Pillay and Coetzee, 2021) aimed to improve the understanding of the Japanese Lean management principles in the South African context by creating an Ubuntu analogy of Lean. Each of the aforementioned basic areas overlaps with knowledge and application areas (Mathematics, statistics, accounting, economics and psychology).

Figure 1: Cultures at various levels (Adapted from Liker et al. (2008))

LITERATURE STUDY

INTRODUCTION

LEAN

Lean – Definition and Origin
Lean – Management philosophy
Lean – Barriers during implementation

Some of the barriers include the current workforce culture (when working in silos) and a lack of understanding of the Lean philosophy (AlManei et al., 2017). This study also found that a lack of management support and adoption exists, contributing to failed Lean implementations (Camagu, 2010).

Figure 7: The "4P" model of the Toyota way (adapted from Liker (2004) and replicated from Mangaroo-Pillay (2020))

UBUNTU

Ubuntu – Definition and Origin
Ubuntu – Management philosophy

In his book, Ubuntu Management Philosophy, the essence of the Ubuntu philosophy is detailed, along with guidelines for the application of management philosophy in modern business (Broodryk, 2005). As discussed earlier, the Ubuntu management philosophy is still in the early stages of its formal documentation.

Table 2: Ubuntu management principles (Adapted from Msila, 2015))

CHANGE MODELS

It considers the various drivers of change and ranks them for integrated change. It has a great focus on the long-term sustainability issues and the renewal process of change itself.

METHODOLOGIES

Design Science Research (DSR)
Action Design Research (ADR)
Elaborated Action Design Research (eADR)
Systematic Literature Reviews (SLR)
Interviews
Thematic Analysis
Surveys
Surveys Statistics

In addition, this stage includes the construction of an artefact, intervention in the organization and evaluation of interconnections (Sein et al., 2011, Coetzee, 2018). Purposive sampling enables the selection of participants based on the inherent needs of the study (De Vos et al., 2011a).

Figure 9: Framework for DSR (Adapted from Hevner et al. (2004))

CHAPTER SUMMARY

Where 𝛼 is the Cronbach's alpha statistic, k is the number of questions or survey statements, 𝑠𝑦2 is the total variance score obtained for each participant's scores, and ∑ 𝑠𝑖2 is the sum of the variance obtained for each survey- pronunciation. It is essential to note that the calculated value for 𝛼 relates to the level of internal consistency and reliability of the survey.

RESEARCH DESIGN

INTRODUCTION
DIAGNOSING PHASE – SLR ON SOUTH AFRICAN LEAN IMPLEMENTATION
DESIGN PHASE 1 - INTERVIEWS WITH UBUNTU EXPERTS
DESIGN PHASE 2 – SLR ON ASPECTS OF LEAN FRAMEWORKS
CHAPTER SUMMARY

Reflection and Learning – The reflection and learning of the first design phase was documented in the research paper (available in Chapter 5). Reflection and Learning – The reflection and learning of the design phase was documented in the research paper (available in Chapter 6).

Figure 14: Relationship between eADR, ADR and DSR (nesting doll analogy)

SLR ON SA LEAN FRAMEWORKS

Based on this background, this research paper aims to explore the available Lean implementation frameworks available in the South African context in order to allow their categorization in terms of their implementation. The purpose of the study was to explore the available Lean implementation frameworks available in the South African context in order to enable their categorization in terms of their implementation. Respect for People Developing the Respect for People model for poor implementation in the South African context.

While this study examined Lean implementation frameworks in South Africa, it is recommended that future studies examine them at an international level, enabling the categorization of their research in the field. Development of the Respect for People model for lean implementation in the South African context,” Doctoral thesis, North West University (South Africa).

Figure 1 : Research method and phasess (Adapted from [14])

INTERVIEWS WITH UBUNTU EXPERTS

The Ubuntu philosophy governs the way the majority of the South African population lives (Broodryk, 2005), with some people unconsciously practicing Ubuntu principles (without referring to it by name). Prior to the commencement of the research, the researcher had obtained permission from the participants via an independent person. It was explained that this falls under servant leadership, which is a core facet of the Ubuntu philosophy.

Additionally, the interviews also lead to the creation of the Lean-Ubuntu 2.0 analogy diagram, which illustrates the summarized values of each principle. Developing the Respect for People model for poor implementation in the South African context.

Figure 1: The Lean-Ubuntu Analogy (Taken from: Mangaroo-Pillay and Coetzee (2021))

SLR ON LEAN FRAMEWORK DESIGN METHODS AND ELEMENTS

Originality/Value: SLR examined pre-existing frameworks to extract categories for developing lean frameworks. Literature that uses a previously developed framework (ie, if the framework is not developed within a specific study). Various sources have referred to "implementing the Lean framework" when discussing the implementation of the Lean philosophy in general.

The TFV method enabled the development of a Lean Framework that works on all three levels (Malaeb and Hamzeh, 2018). Aspects of Lean Implementation – It is suggested that future frameworks will include aspects of Lean implementation as this will make the framework easier for organizations to use.

DESIGN OF THE LEAN-UBUNTU IMPLEMENTATION FRAMEWORK

INTRODUCTION

The design process is illustrated in Figure 16, the details of which are presented in Sections 7.2 to 7.5 below.

DESIGN REQUIREMENTS

REVIEW OF CHANGE MODELS

SETTING UP THE LEAN-UBUNTU PRINCIPLES

While Ubuntu is rooted in people, it's important to first create a long-term philosophy to understand Lean 2: Develop your teams and. The problem-solving principles were retained in the original Lean philosophy sequence 13 – Leverage collective decision-making.

CONCEPTUAL DESIGN OF THE FRAMEWORK

Breakdown of each principle layout
Outline for framework layout options
Final layout of the framework

Any Lean-Ubuntu principles should also include guidelines for Kotter's three stages of change model. In Figure 17, the arrows illustrate the direction of progress, while the green LUP X block depicts the number of Lean-Ubuntu principles. However, the framework outline required a design that included the various levels of Lean-Ubuntu.

It was important to ensure that the design of the Lean-Ubuntu implementation framework is seen as a symbol of South Africa. After choosing the African hut as the layout for the framework, it was populated with the various Lean-Ubuntu principles.

Figure 17: Layout of the Lean-Ubuntu principles

THE LEAN-UBUNTU IMPLEMENTATION FRAMEWORK

Lean-Ubuntu principle 1

Ergo, this principle starts with top management motivating employees and creating opportunities for growth and development. Ergo, this principle starts with top management recognizing internal employees for leadership roles, which in turn will strengthen people-centredness. This principle thus starts with senior management creating a structure that supports standardized work, creates documentation for standard work and provides training opportunities.

Therefore, this principle begins with upper management understanding the details necessary for visual control and storytelling. So this principle starts with upper management exposing employees to new technology, which has been tested.

Figure 20: The Lean-Ubuntu implementation framework

CHAPTER SUMMARY

Ergo, this principle starts with the creation of a learning environment, where employees have the opportunity to be part of kaizen projects.

SURVEY DESIGN AND FRAMEWORK EVALUATION

INTRODUCTION
SELECTION OF PANEL OF EXPERTS
ADMINISTRATION PROCEDURE
SURVEY CONSTRUCTION

Survey design requirements
Scale of choice
Defining consensus
Survey statements design
Format (Layout) of the survey

SURVEY ANALYSIS METHOD
SURVEY RESULTS

Verify design requirements of the framework
Validate problem statement
Prove the artefact is valid (addressing the problem)
Verify applicability of the artefact
Verify novelty of the artefact

UPDATED FRAMEWORK
CHAPTER SUMMARY

This chapter examines the survey design used to evaluate the framework. 18 - As far as you know, the construction and integration of the Lean-Ubuntu framework is an original design (as opposed to just a duplication of other previous work). For statement 3, the readability of the framework was tested, resulting in an average agreement of 71%.

However, the original file for the framework is presented in a higher quality, ensuring the readability of the framework. In order to evaluate the ability of the framework to be implemented in different organizations, Statement 17 focused on validating the usability of the framework.

Figure 35: Pie chart of level of experience distribution

VERIFICATION AND VALIDATION

INTRODUCTION
VERIFICATION

Verification of survey design
Verification of Design requirements for the Lean-Ubuntu implementation framework
Verification of Applicability of the artefact
Verification of the novelty of the artefact

VALIDATION

Validation of the research problem
Validation of research design
Validation of research output

CHAPTER SUMMARY

Study Design – The study design requirements were based on literature and were verified by the researcher via a checklist (Chapter 8). Design requirements for the Lean-Ubuntu implementation framework – Compliance with the design requirements was verified by South African Lean experts via the survey (Chapter 8). Artifact novelty – The originality and novelty of the framework was verified by South African Lean experts (Chapter 8).

The novelty of the Lean-Ubuntu implementation framework was verified by a survey of South African Lean experts (as discussed in Chapter 8). Research Design – The research design was validated using DSR guidelines, ADR principles and a research validation matrix.

Table 12: Verification of survey design requirements

CONCLUSIONS

INTRODUCTION

RESEARCH OVERVIEW

This chapter provides an overview of the research conducted and sets out the way for future research by discussing the limitations and recommendations of this study. The final design phase of this research directed the design and development of “the Lean-Ubuntu implementation framework”. Given the study scope (as stated in Section 1.4), the study followed the eADR methodology and focused on the diagnosis and design phase.

For this reason, the Lean-Ubuntu implementation framework is still in its infancy (first round of design) and needed to be conceptually tested, as implementation was beyond the scope of the study. Thus, the Lean-Ubuntu implementation framework was verified and validated through surveys with South African Lean experts.

CONTRIBUTION

This framework was designed using the Lean Framework Design Guidebook and incorporated Lean and Ubuntu matching principles. It considers the actions to be taken at the three levels of business execution (strategic, tactical and organizational) and guides them through three stages of change.

LIMITATIONS AND RECOMMENDATIONS FOR FUTURE RESEARCH

However, it is recommended that research is also carried out in the future into the method and design elements of the Lean models. This study concentrated on examining studies that created Lean frameworks, therefore it is recommended that future research examine the implementation strategies and outcomes of Lean frameworks. The Lean-Ubuntu Implementation Framework was evaluated by a panel of 18 South African Lean experts, while this was an adequate sample size, it is suggested that a larger sample be used in the future for more detailed and diverse feedback.

Although the Lean-Ubuntu implementation framework is presented in English, it is recommended that future studies translate the framework into all official South African languages to increase employee understanding. Although this study explored the principles of Ubuntu as they relate to Lean principles, it is recommended that future studies explore the possibilities of finding South African concepts or terms for various Lean terms and concepts, such as Andon and Jidoka.

CONCLUDING REMARKS

In design phase 2 (chapter 6), another SLR was conducted to investigate aspects of Lean frameworks in order to define common design requirements and test methods. My point is, is there a demand for a third eye foresight in the face of the fourth industrial revolution. I think it is in the wording and how you present the framework in your thesis, but I would recommend focusing on "creating a bridge" between what is already well understood and documented - Lean and South African culture.

And this is where I'd really like some insight into how you decided what to put in the blocks. It can also make the framework more responsive to changes in values or principles in the organization.