The implementation and sustainability of lean in Pfisterer (SA) Pty (Ltd)

Abstract

The manufacturing sector is competitive and economically challenging. To deal with the challenges, the Toyota motor vehicle manufacturer developed a ‘Lean’ process of manufacturing that emphasised the elimination of waste. From 2008 to 2014, Toyota was ranked the largest car manufacturer in the world, and Lean was largely credited for this success, prompting much research and effort into Lean as a practice in manufacturing companies, globally. Despite its proven benefits, Lean is still not a very well-established methodology in manufacturing firms, especially in South Africa, since it carries with it numerous logistical challenges. Changes from the status quo and becoming Lean require shifts in organisational attitude and mind-set, substantial initial investment, and training, which are often received with resistance from key stakeholders. Understanding and improving the limiting factors of Lean are therefore crucial for the successful implementation of Lean. This study observed the implementation and sustainability of Lean practices in the manufacturing environment of Pfisterer Pty (Ltd) in Pietermaritzburg, using a mixed qualitative-quantitative methodology that incorporated 134 general employees and the nine production managers and foremen from the production unit. This was performed to understand the benefits, shortcomings and factors that have been responsible for any failure and/or limited successes of Lean in the company. The classification of which departments were operating well or poorly according to Lean appeared to conflict between the employees, managers and foremen, as did whether there were sufficient numbers of employees, raw materials, equipment or space. Lean efficacy in the company was affected by the motivations of the employees, the amount of time machines were functional or in use, the amount of time raw materials were late or unavailable, and the frequency that the factory was down. From the findings, it was postulated that this would have had an effect on client satisfaction and orders from the company. The study found that managers and foremen doubted whether Lean would be sustainable over the long-term in its current arrangement; however, there was a consensus that perfecting Lean would be in the best interest of the company, and indeed a non-negotiable requirement for the future.