Förändringsledning vid LKAB: Implementering av 5S, ett verktyg inom ledningsfilosofin Lean
Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
In today's business environment, the requirements in manufacturing companies have become ever higher. Changes in- and outside of production have become more dynamic and complex, and companies must ensure continuous and sustainable development in production. Today, Lean is a common change initiative, which includes both the philosophy and principles as well as qualitative and statistical tools. However, a large number of change initiatives fail and companies who have previously won awards for operational excellence are in many cases not able to sustain the development. Therefore, it seems that more is required to achieve change - than simply a systematic management concept, such as Lean.In recent years, LKAB has invested in a number of change initiatives aimed at creating amore conscious culture in order to achieve the objectives of the chosen strategy. This studyanalyzed “Orderliness”, “Safety first”, “Balanced Scorecard” and “Process OptimizationKUJ”, all of which are aimed at the focus areas listed in the business strategy and involveswholly or partly new ways of working.The purpose of this work is to study the implementation of Orderliness in order to reach abetter understanding of how change is implemented at LKAB today and to identify possibleareas of improvement for a successful implementation of the 5S method, and change initiativesat LKAB in general.In the analysis of Orderliness through the change models, a need to work with change styleand roles in the change process, as well as the factors time, preservation, capacity, readinessand power was discovered. Several of the comparative interviews imply that it is difficult to see interrelations, cohesive force, and mindset these change initiatives are based upon. It isrecommended that LKAB adopt a holistic approach to link and collaborate various initiativeswithin the company. One success factor can be to create a structure for the continuing improvement and change processes, thus improving process performance and the work situation, especially for managers in the company. The implementation of the Orderliness and 5S cannot be considered characteristic of change processes at LKAB, in conjunction with the other three change initiatives.Both the change models used, The Change Kaleidoscope and DICE framework, are effectivein terms of planning for the change process as well as for evaluation afterwards. Putting more emphasis on planning and evaluation allows LKAB to increase the possibility of becoming a learning organization.
Place, publisher, year, edition, pages
2013. , 82 p.
Teknik, Förändring, förändringsledning, LEAN, 5S, LKAB, förändringskalejdoskop, implementering, DICE, processindustri, gruva
IdentifiersURN: urn:nbn:se:ltu:diva-55613Local ID: c7539d19-2f35-4886-89e7-dc2829f6b268OAI: oai:DiVA.org:ltu-55613DiVA: diva2:1028997
Subject / course
Student thesis, at least 30 credits
Industrial and Management Engineering, master's level
Validerat; 20131006 (global_studentproject_submitter)2016-10-042016-10-04Bibliographically approved