scholarly journals Defining Lean Change—Framing Lean Implementation in Organizational Development

2017 ◽  
Vol 12 (4) ◽  
pp. 10
Author(s):  
Pearce A. D. ◽  
Pons D. J.
Keyword(s):  
Organizational Development ◽  
Organisational Change ◽  
Successful Implementation ◽  
Organisational Development ◽  
Learning Organisation ◽  
Lean Implementation ◽  
Body Of Knowledge ◽  
Lean Practices ◽  
Lean Transformation ◽  
Development Literature

Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

The relationship between organizational attitude and lean practices: an organizational sense-making perspective

2020 ◽  
Vol 120 (9) ◽  
pp. 1715-1731
Author(s):  
Mohsin Malik ◽  
Salam Abdallah
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Critical Role ◽  
Customer Management ◽  
Sense Making ◽  
Successful Implementation ◽  
Lean Management ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Practices

PurposePast studies of lean have failed to sufficiently address the importance of social factors for successful lean implementations. This paper aims to broaden and deepen the understanding of lean as a socio-technical paradigm by conceptualizing lean implementation as an organizational change process.Design/methodology/approachThis study draws on the organizational sense-making literature to conceptualize and validate lean implementation as an organizational change process that necessitates a focus on the ability of organizational actors to construct a shared meaning of lean. This study posit that this shared understanding shapes the collective behaviour and attitudes of people towards a future desired organizational state such as a successful implementation of lean. Survey data were collected from various manufacturing and services firms to test the hypothesis derived from literature using a structural equation modelling approach.FindingsThe mutual social interactions of organizational actors contribute to an enabling lean organizational attitude that has a dominant effect on the lean practices of employee involvement, internal technical practices, supplier and customer management. This study also established boundary conditions for these relationships by identifying firm size as a moderating variable.Research limitations/implicationsThe findings establish a supportive organizational attitude as an antecedent for lean implementation, which goes beyond the current socio-technical characterization of lean management. This conceptualization draws the attention of researchers and practitioners towards the critical role of the cooperative behaviours of organizational actors in lean implementations.Originality/valueThe statistical results add a novel perspective to the discourse on the social dimension of lean implementation by conceptualizing and validating lean management as a combination of organizational attitude and the process facilitators comprising of employee empowerment, internal technical practices, supplier and customer management.

Assessment of the Lean effect on business performance: the case of manufacturing SMEs

2019 ◽  
Vol 31 (3) ◽  
pp. 501-523 ◽  
Author(s):  
Catarina Maurício Valente ◽  
Paulo Sérgio Amaral Sousa ◽  
Maria Rosário Alves Moreira
Keyword(s):  
Performance Measures ◽  
Structural Equation ◽  
Positive Impact ◽  
Market Performance ◽  
Successful Implementation ◽  
Online Questionnaire ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Practices ◽  
The Impact

Purpose The purpose of this paper is to research the way in which Lean practices are affecting the performance of manufacturing small and medium enterprises (SMEs), analyzing the effects of Lean practices on companies’ operational, financial and market performance. Design/methodology/approach An online questionnaire was distributed among Portuguese organizations that fitted the category of SMEs and belonged to the manufacturing sector. A sample of 329 enterprises was analyzed with partial least squares–structural equation modelling. Four hypotheses on the impact of Lean practices on company performance were tested. Findings The results show that the effects of Lean on performance are positive, which stresses the benefits attainable with the implementation of Lean practices. The aggregated implementation of Lean practices, namely, customer involvement, statistical process, continuous flow and total productive maintenance leads to improvements in company’s global performance measured by market, financial and operational performance measures, and also improves each of these performance measures individually. It was also noticed that financial capability is one of the indispensable factors for the successful implementation of Lean practices. Research limitations/implications The results contribute to the investigation on the topic, broadening the literature on the implementation of Lean practices in companies around the world. Practical implications The research outcomes may be used as a motivation for other SMEs to implement Lean practices by acknowledging the positive impact on their performance. Furthermore, the degree of Lean implementation in the particular industry may constitute a signal for government and/or economic decision makers to define incentives such as fiscal benefits for companies that engage in Lean implementation programmes, partly financing workers cross-training, among other necessary investments. Originality/value This is the first study that examines the impact of the effect of Lean on operational, financial and market performance in a discriminated and simultaneous way.

SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK

2015 ◽  
Vol 77 (27) ◽  
Author(s):  
Rusalbiah Che Mamat ◽  
Baba Md Deros ◽  
Mohd Nizam Ab Rahman ◽  
Muhamad Khalil Omar ◽  
Shukriah Abdullah
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Lean Production ◽  
Business Environment ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Lean Practices

Challenging and competitive business environment has prompted the automotive industry to restructure its manufacturing practices. Nowadays, Lean Manufacturing (LM) has been widely implemented in the automotive industry. LM supported the manufacturing companies, particularly automotive manufacturers in becoming world class manufacturers through various lean practices. However, lean implementation faced various obstacles such as the lack of management commitment and support, the absence of organizational communication, employees’ attitude and many more. It is also indicated that lean implementation success factors are not merely due to technical practices but also with the integration of non-technical aspects such as human-related practices. This paper aims to investigate the Soft Lean Practices that are necessary for the successful implementation of the Lean Production System (LPS) in the Malaysian Automotive SMEs. The result of this paper will provide a detailed review of Soft Lean Practices within the LM literature that should be considered by the organizations when implementing lean. A framework was also developed through an extensive review of Soft Lean literature.

scholarly journals The effect of organisational context on organisational development (OD) interventions

2012 ◽  
Vol 38 (1) ◽  
Author(s):  
Sanjana Brijball Parumasur
Keyword(s):  
Cultural Values ◽  
Organisational Change ◽  
Successful Implementation ◽  
Organisational Development ◽  
National Cultures ◽  
Current Trends ◽  
Cultural Orientations ◽  
Managerial Implications ◽  
Value Add ◽  
Diverse Cultures

Orientation: Systematic and congruent organisational structures, systems, strategies and designs are necessary for the successful implementation of organisational development (OD) interventions.Research purpose: This article examines national and international OD practices. It assesses the effect of diverse cultures and cultural values for determining the effectiveness of OD interventions.Motivation for the study: Most organisational change and development programmes fail and only a few result in increased competitiveness, improvements and profitability. This emphasises the need for change interventions to give sufficient attention to leadership, cultures, managing change and adopting context-based OD interventions.Research design, approach and method: This article is a literature review of the current trends and research in the area of OD interventions. It synthesises the influence that cultures and cultural orientations have on determining which OD intervention strategies organisations should adopt in different cultures.Main findings: The analysis emphasises how important it is to achieve congruence between the OD interventions organisations select and their local cultures.Practical/managerial implications: It is important to note the evolving nature of the political and economic climates that influence national cultures and that they emphasise that interventions that reflect OD values, which are tailor-made and shaped to the needs of local cultures, are necessary.Contribution/value-add: This study links various OD interventions to Hofstede’s dimensions for differentiating national cultures. It provides guidelines for aligning the practices and techniques of OD to the values and cultures of the organisations and societies in which they are to be implemented.

scholarly journals Managing paradoxical tensions during the implementation of lean capabilities for improvement

2016 ◽  
Vol 36 (6) ◽  
pp. 687-709 ◽  
Author(s):  
Malek Maalouf ◽  
Britta Gammelgaard
Keyword(s):  
Theory Development ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Practices ◽  
Lean Transformation ◽  
The Individual ◽  
Business Sectors

Purpose – Through the identification and investigation of the organisational paradoxes in lean, the purpose of this paper is to deepen the understanding of lean implementation intricacies, and contribute to sustaining lean in companies. Design/methodology/approach – Case study based on semi-structured interviews with participants in lean conversion from three companies in Denmark. The companies come from different business sectors: public transport, healthcare and finance. Findings – This study identifies three types of organisational paradoxes in lean: organising, performing and belonging. The study also points to a range managerial responses used for dealing with the three paradoxes and facilitating lean transformation. Research limitations/implications – This is a theory development paper which increases the understanding regarding the role of the organisational paradoxes in facilitating or hindering lean transformation. Practical implications – The study generates insights which help managers identify and deal with the individual motivations for opposing lean practices, and thus facilitates lean transformation. Originality/value – This study adds clarity to the process of managing lean implementation by identifying three different motivations for people to oppose lean transformation. The study also recommends managerial actions for dealing with each situation.

SYNTHESIZING THE DOMAIN OF LEAN PRACTICES IN MANUFACTURING OPERATIONS: A REVIEW

2015 ◽  
Vol 77 (1) ◽  
Author(s):  
Muhamad Zaki Yusup ◽  
Wan Hasrulnizzam Wan Mahmood ◽  
Mohd Rizal Salleh ◽  
Mohd Razali Muhamad ◽  
Adi Saptari
Keyword(s):  
Performance Indicator ◽  
Sustainable Manufacturing ◽  
Adaptation Process ◽  
Lean Implementation ◽  
Implementation Processes ◽  
Manufacturing Operations ◽  
Lean Practices ◽  
Development Evaluation ◽  
Planning Development ◽  
The Right

 The implementation of Lean practices via various techniques and approaches have provided the room of improvement for manufacturers to increase the manufacturing operations performance. Nevertheless, the lack of understanding in synthesizing each of the strategies can cause the implementation benefits of this practice are unable to be retained. This is possibly due to the weaknesses in identifying the exact domain and the right indicators in strengthening the Lean implementation processes. From the review, planning, development, evaluation and execution are the four primary domains that highly influenced the manufacturer performance in synthesizing the Lean practice. In fact, each of the domains has its own performance indicator in streamlining the strategy outlined in strengthening this practice in manufacturing operations. The ability to fortify all these domains is seen to be able to increase the performance of Lean implementation and ensure the adaptation process becomes smoother and easier for a longer period of time. This will be useful to the manufacturer and academician, primarily in formulating the best approach in establishing the sustainable manufacturing practice via Lean approach.  

Implementation of lean in IT SME company: an Italian case

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marco Torri ◽  
Kaustav Kundu ◽  
Stefano Frecassetti ◽  
Matteo Rossini
Keyword(s):  
Manufacturing Industry ◽  
Service Sector ◽  
Manufacturing Sector ◽  
Single Case ◽  
Value Added ◽  
Lean Implementation ◽  
Content Type ◽  
Italian Case ◽  
Lean Practices

Purpose In spite of huge advancement of Lean in the manufacturing sector, its advantage in the service sector is not fully investigated. The purpose of this paper is to cover this gap in particular for the information technology (IT) sector through the implementation of the Lean philosophy in a small- and medium-sized enterprise (SME), operating in the IT sector. Design/methodology/approach A case study is conducted and following the A3 model, Lean is deployed in the case company. Data were collected through on-site interviews, waste sources were identified and then countermeasures for their reduction were proposed and adopted. Findings This study reveals that the implementation of the Lean practices in an SME operating in the IT sector offers good operative and financial results, thanks to the higher productivity obtained through the reduction of non-value-added activities. Research limitations/implications This paper reports a single case study, not enough to generalize the results. Moreover, more Lean tools and practices should be tested in IT companies to assess their effectiveness. Practical implications This paper increments the knowledge base for the application of Lean and A3 model outside the manufacturing industry. This paper should assist practitioners and consultants who have the desire to understand a better way of Lean implementation in fast-growing IT industry and in SME. Originality/value Research on Lean implementation in an SME company and in IT sector is scarce. This study aims to assess the efficiency of the adoption of Lean practices following the A3 model. The results could be highly valuable for similar companies (dimension or sector), especially those that are facing transition situations in terms of size and at the same time want to improve their operations performance, efficiency and avoid waste.

Industrial and tourism perspectives on open innovation

2019 ◽  
Vol 32 (5) ◽  
pp. 517-532
Author(s):  
Patricia P. Iglesias-Sánchez ◽  
Carmen Jambrino-Maldonado ◽  
Carlos de las Heras-Pedrosa
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Organisational Change ◽  
Successful Implementation ◽  
Improve Performance ◽  
Content Type ◽  
Food Industries ◽  
Collective Effort ◽  
Two Sectors ◽  
Practical Implications

Purpose Open innovation (OI) involves the alignment of the organisation’s strategy and resources. Notably, companies will not adopt this emerging paradigm without a guarantee of better results. Therefore, the purpose of this paper is to identify which combination of entrepreneurial managerial approaches makes it possible for companies to improve performance. Design/methodology/approach This study involves a survey questionnaire, 147 enterprises and regression analysis on the survey data to identify to what extent strategic and management orientations affect innovation performance (IP), as well as an analysis focusing on the results of two sectors (i.e. tourism and agri-food industries). Findings The main findings show a direct effect amongst the level of innovation, external openness and open innovation management (OIM), and IP. However, although there are no differences in the perception and orientation of OIM and the results across the two sectors, the influence of the variable firm size has been supported. Finally, the collective effort required by companies to ensure the successful implementation of OI processes and achieve high IP is outstanding. Practical implications This paper discusses the significance of these findings, highlighting the main practical implications for researchers and companies – especially the need to assimilate the organisational change involved in the challenge of OI. Originality/value This study combines the sectors industry and services, emphasises OIM and reinforces the literature in the field of IP.

Construction safety case (MAP) – a strategy for successful implementation

2018 ◽  
Vol 58 (2) ◽  
pp. 601
Author(s):  
Roberta Selleck
Keyword(s):  
Oil And Gas ◽  
Organisational Change ◽  
Field Work ◽  
Construction Safety ◽  
Near Miss ◽  
Successful Implementation ◽  
Operations And Maintenance ◽  
Safety Case ◽  
Operating Limits ◽  
Safety Cases

The Critical Control Management (CCM) methodology has emerged in the construction and mining industries as a ‘safety case’ to manage personal safety risks associated with high-risk activities. The construction-based Major Accident Prevention (MAP) program has been implemented on oil and gas projects since early 2016 and has been tested in greenfields, brownfields, operations and maintenance, and hook-up and commissioning environments. Since implementing the MAP program, a reduction in high potential ‘near miss’ events and a reduction of all injuries has been observed. Within the Clough organisation, four projects that are near completion have zero injuries. MAP works by providing the specific standards (rules), in a similar manner to ‘operating limits’ used in process control systems, to ensure critical control integrity. Through these specific standards, MAP eliminates substandard field work practices becoming normalised and MAP empowers field supervisors and even line employees to ‘stop work’ when critical control standards are not met in the field. Based on widely accepted organisational change principles, a framework for successfully implementing CCM has been developed. The framework is critical to successfully implementing and executing construction safety cases in a proactive manner. This paper explores what comprises CCM and the key attributes contributing to successful implementation.

scholarly journals Secondary School Science Department Chairs Leading Successful Change

2015 ◽  
Vol 10 (6) ◽  
Author(s):  
Julie Ann Gaubatz ◽  
David C Ensminger
Keyword(s):  
Secondary School ◽  
Organizational Development ◽  
Change Process ◽  
Department Chair ◽  
Leadership Behaviors ◽  
School Science ◽  
Change Leadership ◽  
Change Models ◽  
Education Leaders ◽  
Development Literature

A foundational understanding within education leadership literature is that education leaders are expected to guide reform efforts within school systems (e.g., Darling-Hammond, 2001; Evans, 1996; Fullan, 2001). This expectation mirrors organizational development literature that describes leaders as individuals who constructively institute change within their organizations (e.g., Northouse, 2004; Havelock & Zlotolow, 1995; Yukl & Lepsinger, 2005). Although leadership and change are portrayed as codependent and recursive phenomena within both educational and organizational development literature, no scholarship has linked change models with leadership theories (Herold, Fedor, Caldwell, & Liu, 2008). This article describes a multiple case study that explored the relationship between leadership behaviors and the change process through secondary school department chair stories of change. From the analysis of these stories of successful and unsuccessful change attempts, a clearer picture emerged that illustrates how leaders with little control over decisions implement change. Findings included distinct connections between CREATER change process stages (Havelock & Zlotolow, 1995) and specific leadership behaviors related to the Leadership Grid (Blake & McCanse, 1991; Yukl, Gordon, and Tabers, 2002), as well as change-leadership patterns that differentiate successful and unsuccessful change. Based on these findings, suggestions as to how education leaders should approach change attempts within their schools are discussed.

Sign in / Sign up

Export Citation Format

Share Document