Successful Strategies Manufacturing Leaders Use to Increase

Successful Strategies Manufacturing Leaders Use to Increase

Section 1: Foundation of the Project

Background of the Problem

Some manufacturing business leaders lack strategies to improve and maintain

production employees’ productivity. Most leaders of countries rely on manufacturing for

economic advancement (Haleem et al., 2020). Economic improvements create prosperous

countries. Leaders of manufacturing businesses produce products that nurture

communities and worldwide growth (Scown & Keasling, 2022). The economy and

provide manufacturing business leaders with knowledge about strategies to improve and

maintain production employee productivity.

Business Problem Focus and Project Purpose

The specific business problem was that some manufacturing business leaders lack

strategies to improve and maintain production employee productivity. Manufacturing

business leaders require specific skills to increase employee productivity (Carpenter &

Loveridge, 2020). United States leaders spend over $3 billion on leadership development

each year to improve employee productivity (Waruwu et al., 2020). Manufacturing

business leaders have limited skills, knowledge, and capabilities to improve and maintain

employee productivity leading to lack of production and manufacturing profits.

this study because each leader had specific knowledge regarding selective applications in

production. I accessed the participants through local community affiliations. I used the

Walden University Online Library in addition to government databases and Google

Scholar as key sources for this study.

The conceptual framework for this study was systems theory. The key concepts of

systems theory are input, output, environment, and boundaries (von Bertalanffy, 1968).

Von Bertalanffy (1968) defined systems theory as universal, perfect, imperfect, and

defective theory (Ali et al., 2022). Von Bertalanffy indicated that the systems theory may

provide manufacturing leaders with added focus to increase productivity.

Research Question

Assumptions and Limitations

assumed that the leaders implement successful strategies to improve production at

manufacturing organizations. Another assumption was that the surveys and five

participants selected for the study from various manufacturing organizations in middle

Tennessee would be sufficient for the study. I assumed that the participants had previous

experience implementing successful strategies to increase employee productivity. The

final assumption was that participants would openly provide honest and unbiased

feedback during the research process.

Limitations

Tennant and Ross-Hellaver (2020) described limitations as uncontrollable

elements within a study. Assumptions can be limitations. I was limited by the

Another limitation was the dependability of machinery. Machines have unforeseeable

mechanical breakdowns since their parts can wear out. The final limitation was the

population for the study was limited to leaders from manufacturing organizations in

middle Tennessee.

Section 1 included a description of systems theory, which involves the key

concepts of input, output, environment, and boundaries (see von Bertalanffy, 1968).

Concepts of systems theory could potentially provide manufacturing leaders with added

focus to increase productivity. In Section 1, I also provided the foundation of the study

and background of the problem. Section 1 also contained a discussion of the business

problem focus and project purpose, overarching research question, and assumptions and

limitations for case study.

Section 2 will contain the literature review. In Section 3, I will provide an

overview of the business project, which includes details from the examination and

as well as my recommendations for actions and further research, and my

reflections and conclusions.

The purpose of this pragmatic inquiry study was to explore the strategies used by

manufacturing business leaders to improve and maintain the productivity of production

employees. U.S. company leaders spend over $3 billion on leadership development each

year for improved productivity skills (Waruwu et al., 2020). The adoption of new

manufacturing strategies should increase productivity, provide employment opportunities,

increase revenue, and provide economic transformation (Aiyedogbon et al., 2022).

The purpose of this review of professional academic literature was to synthesize

File, Sage Journals, and Scholar Works located in the Walden University Library. The

keyword search terms included manufacturing businesses, manufacturing leaders, middle

Tennessee manufacturing, manufacturing strategies, and manufacturing failures. The

study findings included 161 peer-reviewed articles and 11 non-peered reviewed articles in

the review of professional and academic literature, while the total number of references in

the review was 172. The sources included 146 references in this review published within

the last 5 years of this study representing 85% of the literature review.

In the first section of the literature review, I explain that input and output are

regarding change, successful programs, and leadership styles. The final section includes a

discussion of boundaries for manufacturing leaders, such as failures in lean

manufacturing, employee resistance, employee attitudes, and organizational and

transformational change. Systems theory is discussed throughout the literature review

through inputs and outputs, environment, and boundaries.

manufacturing environment. Production leaders who demonstrated high levels of

commitment experienced higher levels of workplace productivity (Yadav et al., 2021).

Manufacturing leaders who had effective production planning and enhanced employee

productivity-built product accuracy and helped create a corporate culture conducive to

services provided (Machado et al., 2020). Planning and scheduling methodologies

influence the improvement in delivery performance of any manufacturing organization

(Yazdani et al., 2022). Production planning and employee productivity can potentially

provide a successful manufacturing environment through proper planning of material,

equipment, and labor.

When production leaders provided proper planning of material, equipment, and

labor, product delivery was enhanced. Manufacturing leaders can consider systems theory

for materials to prepare for the inputs of the product. Systems theory involves the key

concept of input from the outside of the system (von Bertalanffy, 1968). Efficiency

optimization and planning also means avoiding excess inventory. Yazdani et al. (2022)

discovered that it was costly to store and manage inventory that may eventually have

been thrown out, such as outdated materials or materials that are no longer useful for

production. Production planning efforts not only involve planning material but proper

planning of equipment and people. Manufacturing leaders need the right equipment at the

right time, and qualified employees for the task. Workers can complete tasks as scheduled

when materials are available at the right time. Quick change over techniques lowered

materials results in production downtime. Sometimes, production employee schedules are

adjusted, and the hours are reduced, which lowers employee morale (Saputra &

Mahaputra, 2022). Low employee morale can be heightened by proper planning of

inventory (Saputra & Mahaputra, 2022). Management leaders need to take corrective

Material requirement software was an effective source allowing manufacturing

leaders to plan their inventory. Manufacturing companies can be competitive by using

material requirement software and aligning their processes with current trends and

successful practices (Pech & Vanecek, 2018). Material requirement software is an

Effective Practices

Vanecek, 2018). Manufacturing companies depend on their ability to respond to changes

and effective practices to enhance productivity (Pech & Vanecek, 2018). Productivity is

directly affected by effective production planning and practices (Machado et al., 2020).

Production planning, effective practices, and scheduling directly affect the success of the

affected the success of the manufacturing company by defining a clear production plan

(Pech & Vanecek, 2018). Schedulers allocate resources and decide service requests (Pech

& Vanecek, 2018). Productivity is increased through scheduling, effective planning, and

an action called value stream mapping (VSM; Machado et al., 2020).

VSM

Leaders use VSM to track the flow of material, reduce production costs, increase

productivity, and provide plans in the future (Pech & Vanecek, 2018). Leaders use VSM

to take the product from production to the customer (Pech & Vanecek, 2018). VSM maps

the flow of material and what was learned, coordinates the performance of manufacturers

and suppliers, and distributes to customers (Windmark & Anderson, 2018). A second step

modifiable project changes, easy setup, and automated, configurable workflow

management (Hansen, 2022). While Kanbanize software appeared to be exactly what the

manufacturing leader was looking for, the leader needed to review the cons as well. These

cons were the difficulty in finding old/archived cards, complicated reporting widgets, and

WIP features, eliminated wasteful activities, and had robust reporting features. While

Kanban held exceptional features, be careful of the excessive choices for access control.

Kanbanize was remarkable for keeping employees on schedule but

In summary, input and output were the result of production planning and

employee productivity. System theory used input and output to establish effective

practices and mapping. Employee productivity could be increased through input and

output and the use of Kanban Software and tools. In addition to input and out, system

Sensitize Managers

supporting constructive resistance behaviors (Bakker et al., 2018). Manufacturing leaders

(Bakker et al., 2018). Furthermore, manufacturing leaders in middle Tennessee

acknowledged the importance of work environments and goal orientation to motivate,

educate and coach employees while providing GOs which resulted in quality work and

greater employee production and positive interpersonal relationships.

(Bakker et al., 2018). Goal Orientation resistance behavior patterns sought good

performance evaluation, discouraged competence, and took advantage of challenges.

Employees with higher LGO would adopt interactions associated with an incremental or

developmental view of ability, focused on internal standards, and an approach to

response pattern in which employees were persistent in the face of difficulties, exert

effort, interact in solution-orientated activities, showed a desire to take risk, and enjoyed

challenges that met an intrapersonal standard (Bakker et al., 2018). Employees with a

higher PPGO or PAGO engaged in interactions based on a fixed view of ability, a concern

bad to others and negative self-evaluations (Bakker et al., 2018). Performance orientation

Organizational Change

unexpected consequences, and corresponding with employees. Organizational change

was managed through the knowledge and understanding of production employees.

Manufacturing leaders who understood production employee engagement created an

opportunity for organizations to invest in the intellectual capital of their employees thus

creating competitive advantages (Sungmala & Verawat, 2021).

Manufacturing leaders worked with the key manufacturing employees regardless

of their seniority, tenure, or union affiliations (Rieley, 2016). By developing rapport with

key manufacturing influences, time, effect, and distress was eliminated (Rieley, 2016).

When manufacturing leaders understand production employees, competitive advantages

are created, and positive influences develop. Organizational change was made less

employee behaviors and the importance of employee engagement and invested in their

training and knowledge of production. Employee behaviors changed over time. Rieley

(2016) noted organizational leaders revised organizational shifts in accordance with when

revised organizational structures were created. The manufacturing leaders saved both

organizational shifts and structure (Rieley, 2016). Employee behaviors shifted over time

due to changed organizational shifts and structures. Moreover, manufacturing leaders in

middle Tennessee worked with key employees, visualized company dilemmas,

encouraged employee engagement, revised employee shifts, and structure, and monitored

Manufacturing Change

organization through employee resistance. Manufacturing organizations created a

competitive advantage over their counterparts by realizing the origin of employees’

reactions to change. Gori et al. (2020) explained managing change and employees’

reaction to change became a way of life for manufacturing organizations.

Manufacturing leaders created a production environment of innovation by using the skills

and motivation of its employees to help solve problems and created innovative solutions

for increased productivity (Nunes & Abreu, 2020). Employees at all levels embraced new

techniques of working thus promoting different mindsets (Nunes & Abreu., 2020). It was

adapt to survive (Gori et al., 2020). Organizations used the recipe for flexibility,

longevity, and success to prevail in a changing environment (Gori et al., 2020).

Organizational change caused increased anxiety among employees at each level in a

manufacturing organization (Gori et al., 2020). This unsettled environment threatened the

flexibility, and accepting new techniques and skills. Manufacturing leaders had the skills

driven at the employee level and was leveraged by manufacturing organizations to foster

change.

Manufacturing leaders fostered change to assist employees with resistance to

clearer decisions and being straight forward before implementation. Many employees

were concerned about their jobs because of the change.

Many employees resisted change because their jobs were directly affected;

different behavior or accepted a reward system that may not be rewarding (Gori et al.,

2020). By developing relationships with manufacturing influencers, distress was

eliminated (Rieley, 2016). Employees changed their behaviors when their beliefs

outweighed the benefits of current environment (Gori et al., 2020). Moreover, employee

attitudes toward change affected employee willingness to consider and implement the

change. Manufacturing leaders in middle Tennessee played a role in coping with

resistance and organizational change through understanding change, attitudes, and

flexibility thus using skills and motivation of their employees to create innovative

solutions for readiness to manage change and increase productivity.

Motivational Interviewing on Readiness to Change

Motivational interviewing on readiness to change was a dialogic approach that

helped participants to resolve their ambivalence to change (Grimolizzi-Jenson, 2018).

roads in their production environment (Grimolizzi-Jenson, 2018). Employees had

Readiness to Change

Readiness to change is increased when a declining level of ambivalence towards

the enactment of new behavior occurs (Grimolizzi-Jenson, 2018). Employees processed

self-change and a decisional balance when benefits outweighed their costs. Grimolizzi-

organization and the employees. Manufacturing leaders needed to prepare employees for

change.

Ethical Considerations and Change

Employees needed to be changed ready and change resilient (Belschak-Jacobs &

Keegan, 2018). Employees reacted to change because of preoccupation with failure,

individuals reacted to prestige, power, and job security. Employees were prepared for

as other colleagues. Employees had a genuine concern for the well-being of others and

the impact of internal and external stakeholders (Belschak-Jacobs & Keegan, 2018).

Downsizing was sometimes judged in ethical terms (Belschak-Jacobs & Keegan, 2018).

Employees reacted to downsizing in two ways. Employees felt like victims of layoffs.

These layoffs were purely profit driven. Employees felt like survivors of an economic

crisis. Layoffs were the result of high uncertainty justice concerns. Employees no longer

felt psychologically connected to their work during organizational change.

change and acknowledged that leadership obligations and employee perceptions

influenced knowledge sharing and production (Dorta-Afonso et al., 2021). Benefits were

lost through the change process if leaders were without adequate strategies that included

production employees in the change process. Leadership styles and successful programs

employees to embrace change and produce more.

employee and the organization was two-fold. Dorta-Afonso et al. (2021) noted inspiring

production employees through promotional opportunities influenced employment in the

organization. Transformational leaders inspired, motivated, and stimulated employees to

create a long-lasting change (Kok et al., 2022). Many manufacturing organizations

inspire their employees. Transformational leadership offered many resources to increase

production. Transformational leadership provided resources in exchange for motivation,

productivity, and meeting goals. Leaderships combined with change methods to help

create the change process. Manufacturing organizations go through many change

This form of leader did highly what he/she says. A transformational leader sets clear goals

Shared Leadership

was becoming more complex, increasing the demands on manufacturing leaders. Some

jobs were too large for one leader, therefore shared leadership was necessary.

al., 2022) As a shared production leader, share your power with capable employees. Do

not question the choices of those capable employees. Shared production leaders designed

an environment where employees were willing and invited new assignments. Shared

production leadership generated a feeling of partnership. Shared leadership made a bond

of closeness and open communication like a team paving the road for success (Sulkowski

freed up time. Creating a shared production leadership vision produced a good working

environment enhancing organizational growth and accomplishment. While some leaders

developed a shared leadership other leaders used a servant leadership style.

Servant production leader wants you to develop his or her people and focus on

Holston-Okae and Mushi (2018) noted servant leadership-built resiliency among

leader, no job was beneath their pay grade. A servant production leader was never afraid

to roll up their sleeves and go to work. Successful leaders maintain a servant’s heart and

thus encourage their people to do the same. Only success and prosperity can come from

you showing your people what it means to serve first. Job satisfaction and commitment

came from believing in your employees, encouraging their work, and knowing change

leadership and encouraged them to join their team whereas a transactional leader

expected more structure.

Transactional Leadership

Some leadership styles used rewards for employee good behavior while others

used punishment for employee bad behavior. Transactional leadership was a form of

(Donkor et al., 2022). Transactional leadership rewarded and punished and managed both

were then rewarded by leaders for reaching goals (Mitchell, 2024). Leadership style

al., 2022). Transactional leadership styles potentially influenced production employees’

performance encouraging improved production rates. Some leaders used toxic leadership

which had a negative impact on employees.

Toxic leadership relates to decreased levels of job fulfillment, lack of

2021). Daft (2021) noted that organizational reputation and employee morale was lost if

reexamine or adjust the proposed change. Toxic leadership can ruin an organization’s

In summary, the environment plays a huge role for manufacturing leaders to

increase production productivity. Manufacturing leaders sensitized managers, created

goal orientations, allowed for organizational change, and established ethical

considerations. Motivational interviewing and leadership styles helped to fulfill a solid

manufacturing environment. System theory included the environment as a component for

manufacturing leaders to be successful in increasing employee productivity in middle

Tennessee. Lastly, system theory offered boundaries as a general system for

manufacturing leaders to use.

Failures in Lean Manufacturing

There were several influences that acted as possible contributors to failures in lean

Understanding the origin of employee’s reactions to change played a role in coping with

organizational change and resistance (Gori et al., 2020). Leadership strategies and

employee reactions to leadership styles influenced failures in lean manufacturing and

employee resistance to change. Employees resisted changing their behaviors when

implementing new changes (Kho et al., 2022). Change was uncomfortable and managers

needed to find different ways of making it happen (Haesevoets et al., 2022). Managers

that utilize system theory can pilot through organizational change by intergrading systems

of thinking and learning (von Bertalanffy, 1968). Failures in lean manufacturing and

were out of their comfort zone. Employees’ resistance to change improved by using the

theory of motivation and continuous improvement strategy.

By enabling leaders and employees to take charge of organizational processes in lean

program implementation, changes moved forward in the organization with ease. Without

proper attention to resistance activities, leaders could potentially impede the process

implementation and affect the overall outcome of the lean program change of

organizational processes in lean program implementation, changes moved forward in the

potentially impede the process implementation and affect the overall outcome of the lean

program.

Manufacturing leaders encouraged a positive environment and deviated from any

accordingly. Leadership strategies and successful lean program implementation were

interconnected. Manufacturing leaders developed a positive environment, motivated their

employees, and established employee trust to overcome employee resistance to

organizational change. Organizational changes affected employees and the organization.

Employees become less motivated and inspired when change affects an organization.

Organizational change affected employee attitudes.

Employee Attitudes and Organizational Change

Employee attitudes were affected by company changes. This may be a result of an

employee’s mindset or events from the past. A large effect on employee attitudes was

community. The shift changed the organizations’ record established over time.

Organizational change was a gradual event (González et al., 2022). Leaders noted that

Systems Theory can help change by recognizing the environment and adjusting better

employee attitudes and stability. The stability and well-being of employees may be

affected by organizational change (Rafferty & Jimmieson, 2016). Furthermore, change

causes periods of instability and the need to exist through the transition.

Manufacturing change results when the norm was altered. González et al. (2022)

explained resistance to change was a drawback from an event or situation and acceptance

to the event or situation was altered. Seventy percent of all change initiatives fail

Section 3: Research Project Methodology

In this section, I discuss my role as a qualitative researcher and the ethical

research standards that must be upheld as a researcher, such as being granted permission

to collect data from the targeted population of chosen participants and that a researcher

must provide privacy and confidentiality to all participants while adhering to the Walden

University Institutional Review Board (IRB) guidelines. This section contains a

description of the research method and design, including the population, sampling,

participants, data collection techniques, data organization, and data analysis. Finally, I

provide the interview questions and establish the reliability and validity of this study.

Project Ethics

knowledge (Ragins, 2017). As the researcher, I was responsible for the justification of the

data (see Ragins, 2017). I worked in a manufacturing plant and had experience in the area

and was familiar with the environment. The role of the researcher is to identify with the

I reviewed the Belmont Report of Human Rights (The National Commission for

the Protection of Human Subjects of Biomedical and Behavioral Research, 1979) before

starting the study. Researchers must consider the Report of Human Rights before their

study to ensure protection for interview participants (Serpico, 2024). The consideration of

the Belmont Report of Human Rights ensures researchers follow the necessary guidelines

to protect interview participants ethical principles, justice, and respect for individuals

(Serpico, 2024). I provided truthfulness for all participants and avoided all deception. I

to responses. The researcher must maintain a nonjudgmental objective and unbiased lens

of the research problem (Lim, 2024).

methodological shortcomings and personal assumptions (Yin, 2018). Researchers gain the

trust of the research participants by reflecting their ideas rather than their own (Yin,

2018).

understanding between two or more people (Jones & Shah, 2016). A good working

relationship with the participants was established through open channels of

communication, flexibility, and adapting to the changing environment. I reassured

confidential and anonymous participation by using the codes of P1, P2, P3, P4, and P5 to

identify participants.

Researchers practice the highest ethical standards to protect the integrity of research and

participants. Ethical research is about having value in research (Dahm et al.,

2024). Ethical standards protect the integrity of the research and the participants (Yin,

2018). Informed consent increases the value of research and must be given by participants

when conducting ethical research (Collins et al., 2024). Researchers obtain consent to

ensure participant protection (Dahm et al., 2024) and protect participants from the risk of

exposure (Wilkinson, 2023). Researchers can alleviate bias by using informed consent

(Yin, 2018). Following ethical standards and gaining informed consent from the targeted

population will enhance the value and credibility of the study (Yin, 2018).

In the informed consent form for this study, I offered a description of the study,

including participant privacy, procedures, and the contact information for me and the IRB

participant advocacy representative at Walden University. Additionally, the informed

consent form was an agreement that ensured that I would adhere to the ethical principles

of the study. I conducted this study in compliance with the regulations of Walden

participants to review and sign the informed consent form if they agree to take part in the

study. I emailed each participant an invitation letter and the informed consent form.

Participants copied and signed the informed consent form and sent it back to me

electronically. The National Institute of Health offers training on the ethical guidelines

surrounding the welfare of human participants; I enrolled in this training and successfully

completed the program in February 2019.

explain the benefits involved in the research process to help participants to make the right

decisions (Vlckova et al., 2024). Male and female participants were eligible for this

study. I provided participants with a thank you letter and a summary of the final study as

contact me by phone, in person, or email. No compensation or incentives were offered to

participants. Incentives may attract respondents who are not truly interested in the study

(Al-Suraihi et al., 2021). I emailed the participants with the summary of the interviews

and offered to email them the findings of the study.

resource that supports the doctoral study (Myer & Dykes, 2020). I protected the interview

will be no longer necessary to keep the data for reference (see Tenopir et al., 2020). Data

management ensures longevity, sharing, and security of research data (Tenopir et al.,

2020). Researchers can ensure security and prevent exposure to an undesirable situation

through data management (Johnson, 2019).

Nature of the Project

appropriate method when conducting research. I chose the qualitative approach because I

wanted to explore production managers’ lived experiences. The qualitative selection

allowed for researching the problem through exploratory events (Yin, 2018).

phenomenon, or real lived experiences of individuals (Yin, 2018). Researchers have an

added advantage by researching a problem through exploratory events available through

the qualitative pragmatic research method (Lichtman, 2023). Researchers use qualitative

methodology to apply interpersonal and subjective skills to their research (Lichtman,

the method to explore lived experiences (Lichtman, 2013). The purpose of qualitative

pragmatic research is to provide unbiased and reliable information to the target audience

(Colorafi & Evans). Researchers can use qualitative description for any theory (Colorafi

& Evans, 2016). I used system theory as the conceptual framework for this qualitative

experiences and perceptions of individuals toward an event in their environment

(Mirhosseini, 2020). In this study, I interviewed manufacturing leaders to explore

strategies that might improve productivity; therefore, the qualitative pragmatic method

was the most appropriate. I used qualitative pragmatic research to carefully collect

Quantitative research consists of numbers and statistics to describe research

findings (Bowman, 2014). Quantitative research does not pertain to experiences,

perceptions, or an individual’s environment (Mirhosseini, 2020). The quantitative method

Researchers combine qualitative and quantitative methods to develop a composite

framework of inductive and deductive strategies (Mitchell et al., 2021). Furthermore,

researchers use the combination of methods to explore and examine strategies,

phenomenon, and statistics (Hines et al., 2022). Researchers usually use closed-ended

questionnaires and numerical data for mixed-method research (Hines et al., 2022).

Researchers can use open-ended questions for mixed methods, and this method can lead

to a greater level of discovery (Zohrabi, 2013). A mixed-method approach was not

appropriate for the current study because there were no quantitative variables. My intent

was to conduct in-depth interviews to explore the strategies leaders use to increase

I considered the narrative, ethnography, and phenomenological designs before

improve employee productivity.

narrative design was not appropriate for the current study.

I also considered ethnography and phenomenological designs prior to choosing

the qualitative case study design. A researcher conducts an ethnography to explore group

culture to explain behavior (Cvajner, 2024). Ethnographers may be transparent with data

presentation, which might open questions of validity (Keeler, 2019). The study of group

designs because I did not explore group culture to explain behavior or lived experiences.

study was not a story, but an investigation of manufacturing principles and employee

manufacturing principles without explaining lived experiences.

participants a countless number of times (Villamin et al., 2024). There is no standard

limit; instead, the goal is to reach data saturation. I conducted in-depth participant

Population, Sampling, and Participants

based on the purposeful sampling technique. The purposeful sampling technique was

appropriate because I explored manufacturing leaders’ strategies from various

manufacturing leaders who engaged in improvement of employee productivity. A

snowball sampling technique would not allow criterion, such as shared opinions,

experiences, or common qualities (Kirchherr & Charles, 2018). I selected the targeted

population of five manufacturing plant business leaders from various Middle Tennessee

plants who have successfully improved the productivity of production employees in the

this study because each leader had specific knowledge regarding selective applications in

production. Purposeful sampling was a suitable choice for sampling because the chosen

participants had a working knowledge base about the research topic. Researchers use

purposeful sampling in qualitative research to extract valuable information related to the

study (Czermek-Marszalek & McCabe, 2024).

information by repetition. Sample size is important to data saturation. Even a small

sample size in a qualitative descriptive research study can still be effective (Hennink &

Kaiser, 2022). A researcher conducts a repetitive and consistent process until they reach

data saturation (Brown et al., 2019). I explored the research problem and achieved data

saturation by ensuring repetitive consistency by interviewing participants who had

productivity. A researcher uses in-depth interviews as a strategy to collect data from

participants to ensure data saturation (Low, 2019). I continued to collect data until data

saturation was achieved.

from interviewing participants in their familiar environment. Researchers should allow

participants to select the interview setting (Puglieri et al., 2022). Participants tend to be

honest about personal experiences in nonthreatening interview settings (Barker et al.,

2024). I chose an environment known to the participants to consist of comfortable seats,

good lighting, quiet, private, and no distractions or interruptions. I sought data saturation

The chosen participants for this study included production leaders from various

manufacturing organizations in middle Tennessee who have used leadership strategies to

improve profitability. Participants should have knowledge of research study and be

willing to participate (Perez, 2024). Each participant had different views that may affect

the study. Researchers recruit participants who have experience in the study’s topic.

participants. The second step was collecting data or participant responses and

understanding their experiences regarding employee production strategies. I covered

individual contextual conditions and contributing insights into existing and emerging

concepts of human behaviors. The third step was processing the data. The fourth step was

multiple sources of data into categories and themes for analysis (Lim, 2024). Yin noted

that data analysis allows researchers to discover meaningful themes, patterns, and

descriptions. The fifth step was sharing the analysis with the participants.

2019). Thematic analysis is one of the most common forms of analysis within qualitative

research (Khan al., 2024). Thematic analysis emphasizes identifying, analyzing, and

interpreting patterns (Khan et al., 2024). I used thematic analysis to develop themes. The

sixth step was reporting the findings.

compiling data within 2 days after the interview process. Compiling occurs with the

intent to organize data (Schunk & Dibenedetto, 2019). Next, I disassembled data into

groups. Disassembling occurs by analyzing textual content (Reyes et al., 2024). I

reassembled and arranged data by coding categories together. Yin (2018) noted

reassembling and arranging occurs by linking the same code categories together. Next, I l

interpreted the data.

Lichman (2013) stated researchers can understand data by interpreting the data. I

coded the data from participants. I labeled data P1 for Participant 1, P2 for Participant 2,

P3 for Participant 3, and P4 for Participant 4, and P5 for Participant 5. I placed the data in

categories according to the kind of response received from each participant. I collapsed

research questions. Finally, I shared my interpretations with the participants by phone.

Each participant had the opportunity to discuss the summary and change any

misinterpreted data.

Data Organization and Analysis Techniques

Reliability and validity rely on various techniques such as semistructured interview

Reliability

Reliability is the earnestness of the research procedures and trueness of the

findings (Chowhury, 2015). Benjamin, et al. (2021) noted reliability relates to the

integrity of the researcher’s findings. Every participant receives the same research

question to ensure reliability of the study. Lim (2024) stated researchers produce

replicable findings with similar conditions for dependability. Researchers facilitate

dependability through detailed explanation of the research process (Lim, 2024). Yin

(2018) noted the assessment of reliability within the topic area ensures the quality of the

social research. Reliability, confirmation, dependability, and credibility are the criteria to

validity and trustworthiness in qualitative research (Yin, 2018). I ensured reliability and

dependability by offering each participant the same research questions and offering

responses offered by the participants.

open-ended research questions and triangulation. Validity and accuracy are what

qualitative researchers contend with rich data that provides a detailed description of a

phenomenon.

highlight themes in the data (Benjamin, et al., 2021). Researchers create dependability

through detailed description of the process (Lim, 2024). Yin (2018) stated researchers

conducting case studies have the responsibility to decrease misunderstanding and

misrepresentation. Researchers can achieve credibility and transferability through rich

data which describes the phenomenon. I extracted data that can be transferable to further

Researchers can increase the confirmability of a study by semistructured interviews (Levi

interpretation of findings comes from field data (Stenfors et al., 2020). A researcher can

research verifies the findings shaped by participants regarding readability, objectivity, and

credibility (Yin, 2018). Probing during interviews is a technique qualitative researchers

can use to enhance confirmation ability (Cope, 2014). I used semistructured interviews to

increase confirmability. Qualitative researchers can use various techniques to enhance

confirmability.

Data saturation transpires when study participants do not offer new themes or

the collected data becomes repetitive. I ensured data saturation by continuing the

interview protocol until no new themes appear. Repetitive responses offer the ability to

replicate a study (Gallo et al., 2024). A researcher finds deeper understanding of a

phenomenon when data overlaps (Salmona & Kaczynski, 2024).

Some key points of my research are project methodology, project ethics, the

researcher’s role, and the participants’ role. I used pragmatic inquiry design and the

qualitive method. I used purposeful sampling, interviewing, and member checking as part

of my data collection activities and techniques. Finally, I used data analysis, reliability,

and validity to verify the data. In Section 4, I will present my findings. I will offer my

contributions and recommendations for professional practices and further research before

discussing the implications for social change and my conclusions.

The research question for this study was: What strategies do manufacturing

business leaders use to improve and maintain the productivity of production employees? I

conducted semistructured participant interviews and reviewed literature to collect data. I

found valuable information from peer-reviewed studies available in Walden University

Library’s database holdings. I used the conceptual framework of systems theory as a

guide for data analysis to discover strategies business leaders used to improve and

the interview process to assure the data collected was fully understood and without bias. I

employed methodological triangulation to validate and align information among collected

participant data, available literature resources, and data related to the conceptual

framework.

subsections, I present the six themes as the study findings.

Effective communication is the main tool in human resource management (Antic

et al., 2024). The participants reported that quality communication was considered the

most important function for good leadership of with production employees. P4 noted

Production employees want to feel connected to their organization. Production

employees tended to be more productive when there was a positive connection between

management affects the work performance of employees because it signals employee

value and worth. P5 stated that good communication promotes a healthy workplace.

Quality communication offers encouragement to production employees, employee

empowerment, employee satisfaction, and employee commitment. Managers can

more engaged and accomplished when given clear instructions. P2 reported that

detrimental employee communications outcomes occurred when managers lacked clear

communication. Production employees need to receive daily production sheets as well as

notes on changes and to make comparisons of production runs.

(Xiangming et al., 2022). Production workers have a positive correlation and are open to

suggestions. P5 noted that engaging with their employees, listening to suggestions and

ideas, and providing feedback created a healthy employee-management relationship.

conveyed through different leadership styles. Leadership styles helped to create a solid

manufacturing environment. System theory included the environment as a component for

manufacturing leaders to be successful in increasing employee productivity in middle

community, and managers can use plans to determine how each production employee can

contribute more through training and realistic goals.

Production managers fill skill gaps, implement automation, and retain employees

seek training methods to encourage less experienced machinists to seek additional

education.

P4 shared that training on alternate jobs reduced burnout. Weekly safety training

The productivity of employees will increase with training and production

technology (Hiller, 2023). The greater the production, the greater the profits. P5 noted

that the most effective strategies are good production training, feedback, and employee

empowerment. Investments in human capital can increase employee productivity (Hiller,

more and can make more money.

attainable goals. Manufacturing leaders can increase production employee productivity by

Tennessee in increasing production employee productivity.

P1 said that production performance ratings are measured by customer

satisfaction. When customers complain, they know their product quality is down, delivery

may be slow, or the order may be short. Production meetings are then held to discuss

solutions to low production performance ratings. Quality checks are also in place to

P4 noted production employee ratings are extremely important for the future of

profits for the organization, higher customer retention, brand trust, and evaluation of

satisfaction. Customer satisfaction and quality job performance produce higher

production performance ratings.

effective production planning and enhanced employee productivity-built product

accuracy and helped create a corporate culture conducive to improving employee

productivity. Systems theory used performance ratings to increase production employee

productivity in manufacturing plants in middle Tennessee.

Business Contributions and Recommendations for Professional Practice

collection and interviews provides support data and research findings to support

successful production strategies. The participants’ interviews have recommended various

strategies, methods, and practices for manufacturing leaders to increase production

employee productivity. Through semistructured interviews and gathering and analyzing

information successful manufacturing strategies were identified.

Manufacturing leaders, current and future, can use these successful strategies to

benefit from the study’s results. Also, manufacturing owners can improve overall

organizational performance and increase employee productivity. The participants’

responses aligned with van Bertalanffy’s (1968) systems theory of inputs and outputs,

productivity. Quality tools/machines and technology enables quality design and

functional integration in manufacturing industries (Kelliger et al., 2024). Manufacturing

leaders should consider eliminating social, economic, and environmental production

barriers and implementing quality tools/machines and technology to increase production

ratings to identify top performing batches, units, and employees. High production ratings

create customer satisfaction. Alternativity from an organizational perspective, successful

manufacturing leaders could adopt strategies such as effective communication, training

and realistic goals, employee benefits and pay, quality tools/machines and technology,

Manufacturing leaders can benefit from my study of key factors influencing employee

development, using it as pilot to improve productivity and build greater community

relationships. By developing effective employee development strategies, manufacturing

leaders can inspire their employees to achieve more productional progress in their

personal life and work life, therefore contributing to social change. Motivated production

workers were more productive; therefore, more products were made. Motivated

production workers worked smarter and harder in creating a positive effect on the

manufacturing plants’ bottom line (Holston-Okae & Mushi, 2018). Manufacturing leaders

must focus on creating a sense of community thus creating value within the community.

Manufacturing leaders can do this by encouraging open communication feedback and

supporting community team efforts.

manufacturing leaders sharing business ideas and strategies for increasing employee

productivity. Surya et al. (2021) noted manufacturing leaders can create stability, gain

competitive edge, cultivate new skills within their business and community by enhancing

their operational capabilities.

limitations are lack of communication with other manufacturing leaders regarding

negative productivity issues, potential bias issues between manufacturing leaders and

employees, and limited availability of participants.

These limitations generate the need for further research. In underpopulated areas,

businesses may attribute lost profit due to decreased productivity and employee attitudes.

Relationships between manufacturing leaders and production employees could reveal

potential bias during research. These issues may be avoided if researchers examine the

culture of the manufacturing organization before starting the research.

adverse effects on manufacturing businesses. These unethical standards may include

ineffective communication and concerns within the neighborhoods. It would be in the

best interest of future researchers to perform in-depth research to gain deeper

understanding of the community to provide support and guidance for manufacturing

businesses for long term profitability and success.

Conclusion

The longevity and success of manufacturing businesses impact the growth of local

communities, employment rates, and economic and societal evolution. Manufacturing

leaders need to increase manufacturing employees’ productivity to remain successful,

promote local community growth, and to encourage economic and social advancement.

Manufacturing leaders encounter various roadblocks for the lack of increased employee

productivity and success. However, I researched strategies that allowed manufacturing

leaders to increase employee productivity today and into the next decade.

I conducted five semistructured interviews of five business leaders in Middle

quality tools/machines and technology, production barriers, and production performance

ratings. The research findings are worthwhile for manufacturing leaders as they can use

them to create effective strategies to increase productivity and bequeath overall success of

the manufacturing organization. Through the development of these manufacturing

employees, increasing production and creating a healthy and successful workplace and

community.

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