Antecedents of Bottom-Up Operations Strategy Formation

Yıl 2024, Cilt: 58 Sayı: 1, 1 - 28, 31.01.2024

Cem Mercikoglu , Arnd Huchzermeıer Serden Özcan

https://doi.org/10.51551/verimlilik.1322084

Öz

Purpose: This paper’s purpose is to deepen our understanding of what drives bottom-up operations strategy formation – that is, continuous improvement activities at the front line – with a particular focus on operations strategy understanding. That way, it aims to contribute to the awareness of management quality in manufacturing – a cornerstone of national competitiveness.
Methodology: We examine the antecedents of individual Kaizen generation by frontline employees, drawing on the well-established Motivation-Opportunity-Ability framework and focusing on the dimension of ability – that is, understanding operations strategy. Survey data on 217 frontline employees, working in 17 teams on 11 different production lines, were “triangulated” with their team leader assessments and the plant’s archival records. We tested the hypothesized relationships via analyses that incorporate both structural equation modeling and multiple regression techniques.
Findings: Our results suggest that employees typically overestimate their understanding of the plant’s operations strategy and that productivity is driven more by an objective than a subjective understanding of that strategy. We also find that incremental innovation is facilitated by supervisor support, employee engagement, and an employee suggestion scheme; in contrast, neither autonomy nor selected control variables (e.g., age or seniority) has a significant effect.
Originality: Our findings and the unique metrics we developed for better management of strategy understanding should help managers increase the productivity of their operations and thus the competitiveness of their respective firms.

Anahtar Kelimeler

Operations Strategy Understanding, Supervisor Support, Employee Engagement, Continuous Improvement

Aşağıdan-Yukarıya Operasyon Stratejisi Oluşumunun Öncülleri

Öz

Amaç: Bu makalenin amacı, özellikle operasyonel strateji anlayışına odaklanarak aşağıdan yukarıya operasyon stratejisi oluşumunun – yani ön cephedeki sürekli iyileştirme faaliyetlerinin – öncüllerine dair anlayışımızı derinleştirmektir. Bu şekilde, ulusal rekabetçiliğin temel taşlarından biri olan üretimde yönetim kalitesi konusundaki farkındalığa katkıda bulunulması amaçlanmaktadır.
Yöntem: Bu çalışmada, Motivasyon-Fırsat-Yetenek teorisinden yararlanarak ve yetenek boyutuna, yani operasyon stratejisini anlamaya odaklanarak, üretim hattındaki çalışanların bireysel Kaizen üretiminin öncülleri incelenmiştir. 11 farklı üretim hattında 17 ekipte çalışan 217 üretim çalışanından elde edilen anket verileri, ekip liderlerinin değerlendirmeleri ve fabrikanın arşiv kayıtları ile "üçgenlenmiştir". Varsayılan ilişkiler hem yapısal eşitlik modellemesi hem de çoklu regresyon tekniklerini içeren analizler yoluyla test edilmiştir.
Bulgular: Sonuçlarımız, çalışanların fabrikanın operasyon stratejisini anlama derecelerini olduğundan fazla değerlendirdiklerine ve üretkenliğin bu stratejinin öznel olarak anlaşılmasından ziyade nesnel olarak anlaşılmasıyla sağlandığına işaret etmektedir. Ayrıca, artımsal inovasyonun amir desteği, çalışan bağlılığı ve çalışan öneri sistemi tarafından kolaylaştırıldığı; buna karşın ne otonominin ne de seçtiğimiz kontrol değişkenlerinin (örneğin, yaş veya şirket kıdemi) önemli bir etkiye sahip olmadığı tespit edilmiştir.
Özgünlük: Bulgularımız ve strateji anlayışının daha iyi yönetilmesi için geliştirdiğimiz özgün ölçütler, yöneticilerin üretim operasyonlarının verimliliğini ve dolayısıyla şirketlerinin rekabet gücünü artırmalarına katkı sağlayacaktır.

Anahtar Kelimeler

Operasyon Stratejisi Anlayışı, Amir Desteği, Çalışan Bağlılığı, Sürekli İyileştirme

Kaynakça

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