Table of Contents

1)

EXECUTIVE SUMMARY................................................................3

2)

INTRODUCTION..........................................................................3

3)

WHAT IS SYSTEM?......................................................................3

4)

REVIEW OF LITERATUR...............................................................4

5)

RESEARCH OBJECTIVE................................................................5

6)

SPECIFIC OBJECTIVE...................................................................5

7)

METHODOLOGY..........................................................................5

8)

DATA ANALYSIS.....................................................................7-11

9)

TESTING OF HYPOTHESIS...................................................12-17

10) CONCLUSION...........................................................................18
10) REFERENCES....................................................................19 - 20
11) LIST OF FIGURES.....................................................................20

2)
2)
3)
4)

LIST OF FIGURES
Figure 1- Gender distribution based on Respondents
Figure 2- Position distribution based on Respondents
Figure 3- Education distribution based on Respondents
Figure 4- Race distribution based on Respondents

EXECUTIVE SUMMARY
Lean implementation programme outcomes and its effect on
employee aspects: a Case Study of Bank X
1.1

Introduction:

Lean Management over the years has been characterized

with discussion around the production environment. It was made
popular by the Japanese at Toyota when they created the Toyota
Production System (TPS). This process was involves focus on how best
to satisfy the customer by reducing the processes in production
eliminating waste and adding value to the business.
At the Toyota shop floor, the lean processed was used effectively and
thereby became a more popular norm within production outlet based
on the effective result that was generated. It is now been widely used
in various industries including the food industries where it is been used
to remove wastages (Brian Heymans)
Lean is also been used and in consideration for energy efficiency
around the world (Andrew Gonce and Ken Somers 2010)
Why use the Lean Method to effect Operational changes?
Considering that it had been a tested system, most organizations bring
in lean management to bring effective and more productive system to
their organization. Over the last decade lean management has become
the vital driver of operational change, eliminating 'waste' and
improving processes. From the Toyota shop floor, where the Toyota
Production System was first introduced, Lean solutions have evolved,
become more experimental and have now been implemented in
various industries. (2011 Paul Weintraub)
What is the Lean System?
Lean Operation is a system of operation that uses considerable fewer
resources i.e. activities, floor space, inventory etc. than what we have
in the traditional process or system within a production outfit or
operational environment. Lean is focused on delivery good services to
customer whilst also making profit for the company. It focuses on
reducing costs, ensuring the delivery time is optimal and ensuring that
2

quality is kept at its best whilst eliminating waste by achieving greater

productivity, lower costs, shorter cycle times and higher quality. (W.J
Stevenson 2012)
Lean programme is been planned for implementation in Bank X to
improve the Johannesburg Operations Shared Services Centre. In
ensuring that they improve and provide better services, they want to
understand the relationship that exists between employee loyalty, their
job satisfaction and motivation. They also will like to know the factors
of success for implementation of lean programmes.
In addressing the issues raised, a study was conducted to determine
the impact of the implementation of a lean programme on employee
satisfaction, motivation and loyalty and also provide direction towards
having an increase in the success of the implementation. The research
carried out was focused on identifying the success factors in the
implementation of the lean programme. This furthermore provided
certain objectives which were developed for the study in this research
topic.

Review of literature
In analysing job satisfaction, Randy Hodson (1989) looked at the
Wisconsin Longitudinal Study of Schooling and Attainments data to
analyse the effect of gender differentiation in how satisfied staffs are at
work. He looked at job characteristics and how men and women value
the different aspects of their jobs in terms of education, occupational
prestige, and earnings in evaluating how satisfied they are at work.
The views expressed related found minor differences in how job
satisfaction between men and women when viewed based on job
3

characteristics, personal expectation and family goals. However, it was

proven that women felt more dissatisfied at work when they have
children less than six years of age.
In examining sex differences in job satisfaction, Sloane and Williams
(2003) used data from the UK Social and Economic Life Initiative
(SCELI) household survey in 1986, they made efforts to establish the
relationship between remuneration and job satisfaction in relation to
what was actually received. The result ended up rejecting the view that
job satisfaction for women had an intrinsic difference than outcome
received when they have jobs which are highly valued.
Various clarifications have been given by different school of thoughts
as to what defines job satisfaction showing that that vary amongst
gender. Job characteristics using education, type of job etc. had also
presented differing views on which are more important to either the
female or male worker. According to Clark (1997) whilst using the
British Household Panel Survey (BHPS) discovered that the variables
and characteristics differ amongst gender and even when used to
measure job satisfaction they still do not provide reasons for
differences. Clark (1997) equally found out that the higher satisfaction
derived from job by women is linked to their low expectation of the job
in relation to the traditional jobs that are held by women.
According to Long(2005) in a survey using cross-sectional 2001
Australian data in investigating the gender differences and level of job
satisfaction, she found out that females are more satisfied at work than
their male counterparts. Furthermore, she found that younger females
with higher level of education were less satisfied.

In an analysis of effect of educational background on job satisfaction,

Raju (2006) analysed that having a higher qualification does not
necessarily lead to job satisfaction. An employee with higher education
aspires for career advancement but they might ultimately not find
satisfaction doing it.
Culpin & Wright (2002) during their study found out that expatriate
women managers enjoyed their job the more when they had additional
responsibilities and also had an increase in the level of job satisfaction
when their impact was felt amongst their employees.
In exploring the relationship between work motivation and job
satisfaction, Ayub & Rafif (2011) in their study using 80 middle
managers from different banks within Karachi, Pakistan found that
there was a relationship between motivation at work and the level of
job satisfaction as analysed in their data with the use of Pearson
product moment correlation.
Job satisfaction differences between men and women in Great Britain
with the use of data from the first 10waves of British Household Panel
Survey (BHPS) by Sousa-Poza (2003) shows that there was a decline
within a space of ten years amongst women whilst mens own was still
fairly constant. Womens positive job-satisfaction has been reduced by
half over the past decade as measured between 1991 and 2000 and
the implication is that it is a transitory paradoxical situation
Research Objective:
Identification of the success factors in the implementation of
the lean programme for Johannesburg Operations Shared Services
Centre of Bank X.
Specific objectives:
5

To

quantify

motivation

the
and

current
loyalty

levels

of

based

on

employee
the

satisfaction,

impact

of

the

implementation of the lean programme in the banks Operations

2

Shared Services Centre

Measuring and also quantifying the level of positive outcomes for
the employees as a result of the implementation of the lean

programme in the banks Operations Shared Services Centre

Evaluation of the relationship between the employees gender,
age,

position

and

academic

qualification

and

satisfaction, motivation and loyalty

Appraisal of the impact of implementation

of

employee
the

lean

programme on employee satisfaction, motivation and loyalty

Methodology:
Using the mix-method on a semi-structured questionnaire used in
conducting the research to determine the success factor for the
implementation of a lean programme on the Operational activities in
the Shared Services Center of Bank X.
To address these objectives we developed three statistically testable
hypotheses.
Hypothesis 1:
Gender, age, position, and education are related to or correlated with
employee satisfaction, loyalty and motivation in Bank X.
Hypothesis 2:
The implementation of the lean programme affects
satisfaction, loyalty and motivation in Bank X

employee

Hypothesis 3:
There is a relationship between gender, age, position, education and
the lean programme outcomes.
Sampling:
In testing the hypotheses, a random sample of employees from various
positions within the Operation of Shared Services Center of Bank X was
used. The respondents were made up of both male and female
employees.
Data Collection:
A semi-structured questionnaire was used to conduct the research
study to collect data required for the variables that we are examining
using the mixed method. In order to collect data related to variables
under

investigation;

the

survey

design

with

semi-structured

questionnaire was used to conduct the research study. Data collected

were coded, tabulated and analysed using the following listed
statistical tools.
Statistical methods:
Correlation coefficient: This was used in testing the statistical
significance of the relationship between age, education and position
with

the employee

satisfaction,

loyalty

and motivation

in

the

Operations Shared Services Centre of Bank X. We used the same test

to evaluate statistically the relationship between gender, age, position,
education and the outcome of the lean programme.
Regression analysis: This was used in in testing the statistical
significance of the impact of the implementation of the lean
programme on employee satisfaction, loyalty and motivation in the
Operations Shared Services Centre of Bank X.
DATA ANALYSIS

Minimu

Maximu

Mean

Std.
Deviation

Age

61

22

72

40.79

13.819

Experience

61

25

7.72

5.687

Loyalty

61

26

13.39

3.551

Satisfaction

61

24

45

38.26

4.461

Motivation

61

20

40

31.31

4.459

Lean outcome 61

22

50

34.41

6.427

Table 1: Descriptive statistics continuous variables

Table 1 portrays the descriptive statistics for the continuous
variables Age, education, experience of the respondents. Likewise it
also

illustrates

the

mean

scores

obtained

using

the

sample

respondents on the Job satisfaction, Motivation and Lean programme

implementation outcome. Extracting from the table, we can see that
the mean age was 40.79 years with a Standard Deviation of
13.81years (SD=13.81 years) and also the mean experience was 7.72
years with a Standard Deviation of 5.568years(SD=5.68 years).
During the interview the respondents mean score on loyalty
obtained was of 13.39 with a Standard Deviation of 3.55(SD=3.55), the
maximum score was 26 whilst we had a minimum score of 5. Likewise
we obtained a satisfaction schedule mean of 38.26 with Standard
Deviation of 4.46(SD=4.46) from the respondents with 45 as the
maximum score obtained and 24 as the minimum score.
We had a mean motivation score of 31.31 with a standard
deviation of 4.45(SD+4.45) in the descriptive statistics for employee
motivation with a maximum score of 40 and a minimum score of 20.
Finally, we had a mean score of 34.41 with a standard deviation of

6.43(SD=6.43) on the lean outcome with a maximum score of 50 and

minimum score of 22.

Frequency

Percent

Percent

Cumulative

38

62.3

62.3

Percent
62.3

Female 23

37.7

37.7

100.0

Total

100.0

100.0

Male

61
Table

2:

Gender

distribution

based

on

no

of

respondents

62.3%

Male
Female

23

Figure 1- Gender distribution based on responses

In Table 2 and Figure1, the respondents were distributed
according to their age. We can clearly see that the majority of our
respondents were male (62.30%) which made nearly two third of the
respondents whilst the rest respondents were female (37.70%).

Position

Frequenc Percen Valid

Cumulative

General

y
6

t
9.8

Percent
9.8

Percent
9.8

Senior

12

19.7

19.7

29.5

Manager
Manager

15

24.6

24.6

54.1

Non-

28

45.9

45.9

100.0

Managerial
Total

61

100.0

100.0

Manager

Table3: Position distribution based on no of Respondents

Position Distribution

Position
Non-Managerial

Manager
Series 1
Senior Manager

General Manager
0

10 15 20 25 30 35 40 45 50
Percentage
Figure 2- Position distribution based on Respondents
In Table 3 and Figure2, the respondents were classified based on their
position held at work. It can be seen that almost half of the
respondents (45.90%) are holding Non-Managerial positions, the
10

Managers (24.60%) are holding about a quarter of the positions. We

had about one fifth of the respondents are holding Senior Managers
position (19.70%) whilst General Managers (9.80%) held about one
tenth of the respondents which was the least of the no of respondents
within the organization.

Education
Frequen

Valid

School

Valid

Cumulative

cy

Percent Percent

Percent

1.6

1.60

1.6

37

60.7

60.7

62.3

13

21.3

21.3

83.6

11.5

11.5

95.1

4.9

4.90

100.0

61

100.0

100.0

Certificate
Ordinary
National
Diploma
Higher
National
Diploma
Bachelors
Degree
Masters
Degree
Total

Table 4: Educational distribution based on no of

Respondents

11

Frequency

Educational Level Distribution

40
35
30
25
20
15
10
5
0

Educational Level
Figure 3- Education distribution based on Respondents
In Table 4 and figure3, the respondents were categorized based on
their educational level. Ordinary National Diploma level (60.70%) had
the largest no of the respondents, thereafter we had the Higher
National diploma respondents who made up 21.3% of the respondents.
Bachelors degree, Masters Degree and School Certificate had 11.50%,
4.90% and 1.60% of the respondents respectively.

12

Race
Frequenc
Valid

Valid

Cumulative

Percent Percent

Percent

Black

46

75.4

78.0

78.0

Mixed

9.8

10.2

88.1

Indian

6.6

6.8

94.9

White

4.9

5.1

100.0

Total

59

96.7

100.0

Blood

Missing

System 2

Total

3.3

61

100.0

Table 5: Race distribution based on no of Respondents

Race Level Distribution

90
80
70
60
50
40
30
20
10
0
Black

Mixed Blood

Indian

White

Figure 4- Race distribution based on Respondents

13

In Figure4 and Table 5 depicts, segmentation of the respondents in

terms of race had more Blacks (78.0%) which took the largest
percentage, Mixed blood, Indian and whites had 10.20%, 6.8% and
5.1% respectively.
Testing of hypothesis:
Hypothesis 1: Gender, age, position, and education are related to or
correlated with employee satisfaction, loyalty and motivation in Bank
X.
Sl. No

Loyalty

Satisfaction

Motivation

Gender

0.028

0.000

0.068

0.828

0.998

0.605

-0.035

0.133

0.253*

0.787

0.306

0.049

-0.030

0.141

0.064

0.819

0.278

0.622

0.105

0.169

0.187

0.420

0.193

0.150

Age
Position
Education

Table6: Correlation between gender, age, position, education

and Loyalty, satisfaction and motivation
In Table 6 above, the Correlation between gender, age, position,
education and Loyalty, satisfaction and motivation is clearly outlined.
In this correlation, age was more significant with the motivation level
at (r=0.253, p=0.049). There was no other significant correlation aside
of age, also there was no significant correlation statically between age
and the other two variables- satisfaction and loyalty. We also could not
prove that there was any significant correlation between Gender,
position held and educational level variables and Loyalty, Satisfaction
and Motivation variables.
14

Hypothesis 2:
Does the implementation of the lean programme affect employee
satisfaction, loyalty and motivation in the Operations Shared Services
Centre of Bank X.

15

Effect of implementation of the lean programme on employee

satisfaction
R

R Square Adjusted R Square Std. Error of the Estimate

.278

.077

.061

4.321

Table 7: Model Summary for the effect of implementation of

the lean programme on employee satisfaction
From table 7 above, we can view the model summary for regression
analysis for the effect of implementation of the lean programme on
employee satisfaction. The R squared value is 0.077, which means that
around 7.7% of variation in the employee satisfaction is the outcome of
the effect of changes through the lean programme implemented, this
means

that

contribution

to

employee

satisfaction

through

the

implementation of the lean programme is 7.7%

Model
1

Sum

of df

Mean

Sig.

4.924

.030

Squares
Regression 91.962

Square
91.962

Residual

1101.841

59

18.675

Total

1193.803

60

Table 8: Analysis of Variance for the effect of implementation

of the lean programme on employee satisfaction
The effect of the implementation of lean program on employee
satisfaction is analysed in Table 8 above. We can depict from the table
that the effect of the outcomes of lean programme implementation on
the employee satisfaction is significant (F

= 4.924, p=0.03. Since

1, 59

the p value < 0.05 we can come to the conclusion that there is a

16

significant effect on employee satisfaction as a result of the lean

programme implementation.

17

Coefficients

Model
1

Unstandardized

Standardiz

Coefficients

ed

Coefficient
Std. Error Beta
t

(Constant) 31.634

3.038

Lean

.087

.193

Sig.

10.414 .000
.278

2.219

.030

Table outcome
9: Regression coefficients for effect of implementation of
the lean programme on employee satisfaction
There is a significant correlation (p<0.05) gotten from the beta
coefficient (0.278)

of the model for the Regression coefficients for

effect of implementation of the lean programme on employee

satisfaction which shows that it is significant. With the positive values
gotten in association with the beta coefficient, it can be seen that any
unit increase in the outcome of the lean implementation programme
will equally produce an increase employee satisfaction up to the value
of 0.278 units.
Effect of implementation of the lean programme on Loyalty
R

R Square

Adjusted

.062a

.004

Square
-.013

R Std. Error of the

Estimate
3.574

Table 10: Model Summary for the effect of implementation of

the lean programme on employee Loyalty
The model summary for regression analysis on the effect of the
implementation of the lean programme on employee loyalty is shown
in Table 10. The R squared value from the table is 0.004, which means

18

that around 0.4% of variation in the employee satisfaction is the

outcome of the effect of the implementation of the lean programme.

19

ANALYSIS OF VARIANCE
Model
1

Sum

of df

Mean

Sig.

.227

.635

Squares
Regression 2.904

Square
2.904

Residual

753.654

59

12.774

Total

756.557

60

Table 11: Analysis of Variance for the effect of implementation

of the lean programme on employee loyalty
From the analysis of variance shown in table11 on the effect
implementation of the lean programme on employee Loyalty, there is a
significant effect on employee Loyalty (F

=0.227, p=635). However

1, 59

with the p value > 0.05, statistically, there is non-significance in

Loyalty which means that the implementation of the lean programme
does not have an effect on loyalty of the employees.

Coefficients
Unstandardized
Model
1

Standardiz

Coefficients
ed
B
Std. Error Beta

(Constant) 14.571

2.512

Lean

.072

-.034

-.062

Sig.

5.800

.000

-.477

.635

Table outcome
12: Regression coefficients for effect of implementation
of the lean programme on employee Loyalty
The beta coefficient for the model gotten from table 12 above on the
analysis of the Regression coefficients for effect of implementation of
the lean programme on employee Loyalty is- 0.062 which is non20

significant (p>0.05). This proves that we will not have any form on
increase or decrease in the outcome on employee loyalty with the
implementation of lean programme.

21

Effect of implementation of the lean programme on employee

Model Summary
Model

R Square

Adjusted

.002

.000

Square
-.017

R Std.

Error

of

the Estimate
4.497

Table 13: Model Summary for the effect of implementation of

the lean programme on employee motivation
In table 13 above which is the model summary for regression analysis
for the effect of implementation of the lean programme on employee
motivation, R squared value is 0.0, this shows that outcome of the
implementation of the lean programme has an unexplainable effect on
employee motivation.

Model

Sum of Squares

df Mean Square

1 Regression

.003

.000 .990a

Residual

1193.079

59 20.222

Total

1193.082

60

.003

Sig.

Table 14: Analysis of Variance for the effect of implementation

of the lean programme on employee motivation
The Analysis of variance as done in table 14 above on the effect of
implementation of the lean programme on employee Loyalty proves
that the outcome of the implementation of the lean programme is
significant on employee Loyalty (F

1, 59

=0.00, p=0.990). Due to the

value gotten for p > 0.05, we can deduce that there is a non-significant
effect of the implementation of the lean programme on employee

22

motivation. Therefore with the implementation of lean programme

comes no employee motivation.

23

Coefficients
Unstandardized
Model
1

Standardiz

Coefficients
ed
B
Std. Error Beta

(Constant) 31.350

3.161

Lean

.090

-.001

-.002

Sig.

9.918

.000

-.012

.990

Table outcome
15: Regression coefficients for effect of implementation
of the lean programme on employee motivation
From the Regression coefficients for effect of implementation of the
lean programme on employee motivation in table15 above, beta
coefficient for the model is -.001 which is non-significant (p>0.05). This
shows that there will be no increase or decrease in the outcomes of the
implementation of lean programme on employee motivation.
Hypothesis 3:
Test of relationship between gender, age, position, educational
qualification and the lean programme outcomes.

24

Pearson Correlation

0.130

Sig. (2-tailed)

0.317

Pearson Correlation

0.121

Sig. (2-tailed)

0.353

Pearson Correlation

0.207

Sig. (2-tailed)

0.109

Pearson Correlation

0.094

Sig. (2-tailed)

0.472

Gender

Age

Position

Education
Table 16: Correlation between gender, age, position, education
and Lean outcome
In table 16, there is no correlation in Lean outcome and gender, age,
position and educational qualification. We are unable to define any
relation

in

between

the

variables

and

the

outcome

of

the

implementation of the lean programme on Loyalty, Satisfaction and

Motivation variables.
CONCLUSION
We can deduce from above analysis that we had the male gender;
working at non-managerial posts educated up to school certificate and
belonging to Black race as majority of our respondents. We also, had a
significant influence from the implementation of the lean programme
on employee motivation and Loyalty whilst there was a small and
statistically significant effect on employee satisfaction.
The correlation analysis between the variables gender, age, position,
education and Loyalty, satisfaction and motivation variable showed
correlation amongst age and motivation whilst there was no significant
25

correlation amongst the rest. We also discovered that we have increase

in motivation as age increases.
Finally, all the four variables gender, age, position and education
measured had no association with the outcomes of the implementation
of the lean programme.

26

Reference
1. Andrew Gonce and Ken Somers (2010) Climate Change special
initiative Energy Efficiency: Lean for Green Manufacturing.
http://www.mckinsey.com/client_service/sustainability/latest_thin
king/green_operations
2. Ayub, N., and Rafif, S. (2011) The relationship between work
motivation and job Satisfaction. Pakistan Business Review,
3. Brian Heymans. Lean Manufacturing and the Food Industry.
Continuous System improvement
4. Clark, A. E. (1997). Job satisfaction and gender: why are women
so happy at work?
Labour economics
5. Culpin, O., & Wright, G. Women abroad: Getting the best results
from women
managers. International Journal of Human Resource
Management, 2002
6. Lutz Kaiser (2005) Gender-Job Satisfaction Differences across
Europe:
An Indicator for Labor Market Modernization
7. Long, A. (2005), Happily ever after? A study of job satisfaction in
Australia, The
Economic Record
8. Paul Weintraub (2011). Successfully
healthcare.

27

deploying

Lean

in

http://ww.healthcare.philips.com/pwc_hc/main/shared/assets/document
s/ab
out/news/articles/deploying_lean.pdf
9. Raju B.N(2006) Human Resource Management
10.
Randy Hodson (1989) Gender differences

in

job

satisfactionhttp://www.ssc.wisc.edu/wlsresearch/publications/files/_private/Hodson
_Gender.Differences.in.Job.Satisfaction.pdf
11.

Sloane, P. J., & Williams, H. (2000). Job satisfaction,

comparison earnings, and

gender. Labour,
12.

Sousa-Poza, A., & Sousa-Poza, A. A. (2003). Gender

differences in job satisfaction in

Great

Britain,

19912000:

permanent

or

transitory. Applied

Economics Letters,
13.

William

Stevenson

(2012)

Operations

Management:

Theory and Practice

LIST OF TABLES
TABLE 1:-.............DESCRIPTIVE STATISTICS CONTINUOUS VARIABLES
Table 2: Gender distribution based on no of respondents
Table3: Position distribution based on no of Respondents
Table 4: Educational distribution based on no of Respondents
Table 5: Race distribution based on no of Respondents
Table6: Correlation between gender, age, position, education and
Loyalty, satisfaction and motivation
28

Table 7: Model Summary for the effect of implementation of the lean

programme on employee satisfaction
Table 8: Analysis of Variance for the effect of implementation of the
lean programme on employee satisfaction
Table 9: Regression coefficients for effect of implementation of the
lean programme on employee satisfaction
Table 10: Model Summary for the effect of implementation of the
lean programme on employee Loyalty
Table 11: Analysis of Variance for the effect of implementation of the
lean programme on employee loyalty
Table 12: Regression coefficients for effect of implementation of the
lean programme on employee Loyalty
Table 13: Model Summary for the effect of implementation of the lean
programme on employee motivation
Table 14: Analysis of Variance for the effect of implementation of the
lean programme on employee motivation
Table 15: Regression coefficients for effect of implementation of the
lean programme on employee motivation
Table 16: Correlation between gender, age, position, education and
Lean outcome

29