Purpose Recent studies suggest that the implementation of Lean will only be successful when aligned with organizational culture (OC). The purpose of this paper is to understand an Ideal Lean Culture (ILC) in the Brazilian context. Design/methodology/approach This diagnosis is based on the Competing Values Framework, and it is the result of a survey with 51 experts in charge of implementation of Lean programs in organizations operating in different industry segments in Brazil. Findings The results show that an ILC for Brazilian organizations seems to have the dominant profile of the hierarchy culture, thus characterizing a highly structured and formal place, with rules and procedures governing the behavior of people. Research limitations/implications Some limitations of this study include: although a survey has been applied, the research cannot be classified as a quantitative study; it brings the opinion of a limited number of Brazilian experts about lean programs; both the sample size could be increased and the nationality of respondents could be expanded for future research. Practical implications It is proposed that an organization (or an area of the organization) that wants to be successful in its lean journey must, first, measure its OC and then promote a cultural profile aligned with the results presented in this paper. By doing so, it is expected that this lean journey should have a higher probability of long-term success and sustainability of lean practices, concepts and philosophy. Originality/value In the last two decades much has been written about the importance of OC in the success of lean programs. However, very few studies has mapped and measured an ILC in a way that allows researchers, consultants and managers to evaluate if an OC is close to or distant from an ILC.
AGRADECIMENTOSAo Professor Mateus Cecílio Gerolamo, pelos anos de orientação, ensinamentos, amizade e, sobretudo, pela paciência e discussões que incentivaram este trabalho.Ao meu Pai e à minha Mãe pela segurança e conforto para proporcionar a educação que tenho. Ao meu irmão Guilherme pelo suporte e pela capacidade de inspirar valorização às coisas mais simples da vida. À Renata pelo amor, incentivo, carinho e compreensão ao longo de todo o período de elaboração deste trabalho. A todos os meus amigos e familiares, pelos momentos de pura descontração, alegria e divertimento.Aos diretores da Hominiss Consulting, Antonio Freitas Rentes, Ronaldo Mardegan, Cesar Augusto Campos e, em especial ao Ricardo Renovato Nazareno, pelos aprendizados e experiências vivenciadas em diversos projetos e, principalmente, por terem me incentivado e viabilizado a realização deste trabalho.Ao Professor Gilberto Shinyashiki e à Professora Lillian Gambi, pelas valiosas contribuições e conselhos no exame de qualificação e defesa desta dissertação, ambos indispensáveis para a conclusão deste trabalho.Agradeço também a todos os grandes amigos que formei na Hominiss Consulting e também às grandes pessoas com quem pude trabalhar em diversos projetos. Aprendi muito com todos vocês. Sem dúvida alguma as conversas e aprendizados obtidos com cada um de vocês, de alguma maneira, está presente e viva neste trabalho. Since the late twentieth century and early twenty-first century, several studies have analyzed the Lean Continuous Improvement Programs high rate of failure or dissatisfaction. This failure rate is too high, ranging between 66% and 90%. Because of this rate, companies have lost money, lost time,
The purpose of this paper is to present an instrument that aims to measure organizational culture from perceived values. This research was based on the robust method for culture diagnosis, the Competing Values Framework (CVF). Both theoretical and empirical studies were developed to understand the connection between the values perceived in an organizational context and the type of culture it presents. The development of the instrument followed the main four steps: (1) collection of values from literature; (2) classification of the values regarding the types of culture of the CVF they fit through panel with experts; (3) two applications of this instrument were carried out as well as the application of the Organizational Culture Assessment Instrument (OCAI)also based on CVF; and (4) proposition of the final (current) version of the instrument. The proposed instrument is a qualitative method, and it is based on respondents' insights to assess the actual values of the organization. Thus, the results can be considered an approximation of the actual characteristics presented in this environment. By applying this instrument, we expect that a diagnosis of organizational culture can be more straightforward and less error-prone, compared to other instruments that have the same purpose.
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