The perceived impact of lean management and business process reengineering on the organizational performance of Wastecon Inc.

• Main Authors: Diaz, Anya A., Flestado, Danielle K., Macaraig, Aaron Lance F., Mirasol, Miguel Gabriel D.
• Format: text
• Language: English
• Published: Animo Repository 2023
• Subjects: Reengineering (Management); Lean manufacturing; Organizational effectiveness; Organizational Behavior and Theory
• Online Access: https://animorepository.dlsu.edu.ph/etdb_dsi/154; https://animorepository.dlsu.edu.ph/context/etdb_dsi/article/1177/viewcontent/The_perceived_impact3_of_lean_management_and_business_process_reen_Redacted.pdf
• Institution: De La Salle University

The study’s purpose is to assess the impact of Lean Management (LM) and Business Process Reengineering (BPR) on the Organizational Performance (OP) of Wastecon Inc., a Philippine waste management firm. Qualitative research was used to achieve this, and a survey, personal interviews, and observation were conducted. The analysis findings revealed that LM and BPR do not impact the OP of Wastecon Inc. This is because the firm implemented LM by applying only a few individual practices instead of a collection of them. Additionally, they adopted some BPR elements, including BPR project management, effective process redesigns, and management commitment, but these were insufficient to improve the company’s OP. Moreover, it was found that there are other variables impacting OP, such as employees who are invested in the company's success and see working for the company as their best alternative; business factors like organizational culture, policies, and communication; and assets management and work procedures, processes, or outputs alteration. Nonetheless, the company should introduce digital transformation into all of its business processes and adopt other LM practices such as small group problem-solving and respect for employees. Similarly, the firm should enhance its BPR practices by addressing its lack of IT capacity.