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Managers basic assumptions when applying Lean
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Technology and Management, Mechanical Engineering and Mathematics.
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Technology and Management, Mechanical Engineering and Mathematics.ORCID iD: 0000-0001-5610-2944
2013 (English)In: 16th QMOD-ICQSS Proceedings: Quality Management and Organizational Development Conference [being] International Conference Quality and Service Sciences / [ed] Su Mi Dahlgaard-Park, Jens J. Dahlgaard, Boštjan Gomišček, 2013, 1206-1215 p.Conference paper, Published paper (Refereed)
Abstract [en]

Purpose – The purpose of this paper is to present the result from a case study were managers where interviewed in order to find out their basic assumptions (i.e. purpose and underlying values) for applying Lean. The purpose is also to investigate if these basic assumptions are in line with what the literature describes as important for succeeding when applying Lean.

 

Methodology/approach – Interviews based on an interview guide with open questions were carried out with managers in an organization.

Findings – The study showed that the reason given for applying Lean are different between a manager that has started to apply Lean and a manager that has not yet started to apply Lean in their organization and that it is a difference between their basic assumptions.

 

Originality/Value – The paper indicates the importance of knowing the managers’ values when applying Lean and the importance to educate managers’ to get a deeper understanding of Lean.

Paper type Case study

Place, publisher, year, edition, pages
2013. 1206-1215 p.
Keyword [en]
Lean, Quality Management, leadership, value, implementation
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
URN: urn:nbn:se:miun:diva-23388ISBN: 978-961-232-269-4 (print)OAI: oai:DiVA.org:miun-23388DiVA: diva2:761622
Conference
16th Quality Management and Organizational Development Conference, Portorož, 2013
Available from: 2014-11-07 Created: 2014-11-07 Last updated: 2017-11-13Bibliographically approved
In thesis
1. Insights in Lean values: Exploring links to sustainable development
Open this publication in new window or tab >>Insights in Lean values: Exploring links to sustainable development
2017 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

The Quality Management initiative Lean is a popular method used by organisations to engage in organisational development. The Lean philosophy is grounded in numerous values. The organisations must implement and apply these values to achieve the desired results. Lean poses a dilemma in that many organisations fail to implement it because they fail to change, and they fail to maintain their new organisational culture. Lean's values are linked to sustainable development principles, and organisations that have implemented Lean have achieved results consistent with a more sustainable society. Previous studies have shown that more research is needed in areas in which business leaders require more support and knowledge so that they can combine these areas to strive for sustainable development.

 

The purpose of this thesis is to contribute a deeper understanding of the application of Lean values when implementing Lean, and the potential to interlink to sustainability theory. To achieve this purpose, studies have been conducted in three organisations. Data were collected through a survey, interviews, and a systematic literature review was conducted that was also used to analyse findings from the empirical data. The results have been presented in four different papers.

 

The findings provide deeper knowledge of Lean values during Lean implementation. They also provide a picture of the complexity in the inter-linkages between the values embodied in Lean and sustainable development principles. This thesis shows that the length of time that Lean has been implemented affects the kind and extent to which values are visible in an organisation: more values are visible in organisations that have worked the longest following Lean implementation. It has also been found that the values articulated in an organisation’s vision and strategy for implementing Lean have a greater perceived presence among employees than other Lean values. As well, differences were found in the presence of Lean values between the operational level and the strategic level of an organisation. However, findings indicated that the Lean values that were visible were more often fragmented rather than a pure value as presented in the theory. The findings also showed that interlinkages between some of sustainability principles and Lean values are more visible in one of the two organisational levels. For example, ´Waste reduction´ was only visible at the operational level.

 

Implementing and applying Lean takes time and requires a change in the organisational culture. This thesis concluded that the Lean values of the ‘System view’ and ‘Long-term thinking’ have low presence and are not a part of the values considered most important to employees when implementing Lean. For organisations at the beginning of their implementation, this knowledge may be good to consider as failures with implementation are often due to the fact that change in organisational culture does not happen as intended. This finding indicates that there are gaps in the knowledge among employees about the important links between Lean and sustainable development. It is difficult to draw boundaries between the values when they should be recognized as a system.

Abstract [sv]

Kvalitetsinitiativet Lean är för organisationer ett populärt sätt att arbeta med organisationsutveckling. Lean, som ses som en filosofi, grundas i ett antal värderingar som utgör dess bas. Dessa värderingar behöver implementeras och tillämpas i organisationen för att önskade resultat skall kunna uppnås. Ett dilemma med Lean är att många organisationer misslyckas med implementeringen på grund av att de inte lyckas ändra och bibehålla den nya förändrade organisationskulturen. Värderingarna inom Lean har kopplingar till principer för hållbar utveckling och organisationer som implementerat Lean har nått resultat i linje med ett mer hållbart samhälle. Tidigare studier har visat att mer forskning behövs inom området då verksamhetsledare är i behov av mer stöd och kunskap för att kunna föra samman dessa områden i organisationer och därmed driva utvecklingen i en hållbar riktning.

 

Syftet med denna avhandling är att bidra med djupare kunskap i tillämpningen av Lean värderingar vid implementering av Lean, samt kopplingar till hållbar utveckling. För att uppnå syftet har studier genomförts hos tre organisationer. Empiri samlades in genom en enkätstudie och intervjuer. Dessutom gjordes en systematisk litteratur studie, som använts för att analysera insamlad empiri. Resultaten har presenterats i fyra olika artiklar.

                                                                                                                       

Resultaten bidrar med fördjupade kunskaper om värderingar inom Lean under implementeringen av Lean. De ger också en bild över komplexiteten som finns kring kopplingarna mellan värderingar inom Lean och principer för hållbar utveckling. I denna avhandling visar resultatet att tiden för hur länge implementering av Lean har pågått påverkar antalet synliga värderingar i en organisation. I detta fall är fler värderingar synlig hos den enhet som arbetat längst med implementeringen. Det har också framkommit att de värderingar som organisationen valt att lägga till i sin vision och strategi för implementeringen av Lean har högre närvaro hos de anställda än andra Lean värderingar. Det finns skillnader i vilken organisationsnivå, den operativa eller den strategiska nivån, för vilka Lean värderingar som är närvarande på respektive nivå. De Lean värderingar som identifierats som synliga har i de flesta fall endast visat sig vara delar av hur Lean värderingarna presenteras i teorin. Kopplingarna mellan Lean värderingar och principer för hållbar utveckling är många och finns representerade inom all tre hållbarhetsaspekterna: ekonomi, miljö och sociala området. Resultatet visar att vissa hållbarhets principer som har kopplingar till Lean värderingarna är mer synlig i en av de två organisationsnivåerna. Till exempel eliminering av löserier är mer synlig i den operativa nivån. Systemsyn, som har betydelse ur ett hållbarhetsperspektiv, har av medarbetare rankats som minst viktig av de utvalda Lean värderingarna och har låg synlighet i organisationerna.

 

Att implementera och tillämpa Lean tar tid och kräver att organisationskulturen förändras. Slutsatser som dragits i denna avhandling är att Lean värderingarna systemsyn och långsiktighet har låg närvaro och tillhör inte de värderingar som ses som viktigast hos de anställda vid en implementering av Lean. Då organisationerna är i början av sin implementering kan denna kunskap vara bra att förhålla sig till då misslyckanden med implementering ofta beror på att förändring av organisationskulturen inte sker som avsett. Hos de anställda finns det luckor i kunskapen kring kopplingar mellan Lean och hållbar utveckling. Att dra tydliga gränser mellan värderingarna är svårt då de snarare ska ses som en helhet.

Place, publisher, year, edition, pages
Sundsvall: Mid Sweden University, 2017. 75 p.
Series
Mid Sweden University licentiate thesis, ISSN 1652-8948 ; 135
Keyword
Lean, sustainable development, organisational development, organisational culture, values, Lean, hållbar utveckling, värderingar, organisationsutveckling, organisationskultur
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32048 (URN)978-91-88527-34-9 (ISBN)
Presentation
2017-12-08, Q221, Akademigatan 1, Östersund, 10:00 (Swedish)
Opponent
Supervisors
Note

Vid tidpunkten för framläggningen av avhandlingen var följande delarbeten opublicerade: delarbete 4 inskickat.

At the time of the defence, the following papers were unpublished: paper 4 submitted.

Available from: 2017-11-15 Created: 2017-11-13 Last updated: 2017-11-15Bibliographically approved

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