Purpose – The purpose of this paper is to present the result from a study carried out at an organization, which has recently started applying Lean, to examine changes in the importance and presence of Lean values within the organization in relation to when different parts of the organization started to apply Lean. Design/methodology/approach – A questionnaire was used at three different groups at a dental care provider. ANOVA was used to detect any differences in regards to the importance and practice of five Lean values in relation to time since the clinics started to apply Lean. Findings – The study showed no difference between the three groups in relation to the stated importance of the values, something that could indicate that there is a commonly shared value base in the organization. The only difference that was statistically significant was with regard to the presence of the values “continuous improvement” and “supportive leadership” between Groups 1 (pilot, 18 month since starting to apply Lean) and 3 (not yet started to apply Lean). Research limitations/implications – The research was conducted as one single study in one organization and further research should be done in other organizations and types of businesses. Practical implications – The questionnaire can be used in organizations to put focus on cultural change when applying Lean both when it comes to practice as well as importance. Originality/value – Traditional measures mainly focus on hard measurements when measuring the progress in applying quality initiatives such as Lean. This questionnaire can complement these traditional measurements and create a greater focus on the cultural changes in the organization.
Purpose The purpose of this paper is to explore the evidence of interlinkages between Lean and sustainability among organisational leaders in the early stages of Lean implementation. Design/methodology/approach A multiple-site case study was conducted to study the connections between Lean and sustainable development during the implementation stages of a Lean practice. In-depth interviews were conducted with managers about their knowledge and understanding of the interlinkages between Lean and sustainable development. The findings were then used as an analytic frame to determine whether these interlinkages were present in the organisation. Findings Evidence of interlinkages between Lean and sustainable development was found; however, their presence was incomplete and inconsistent across clinics. Research limitations/implications Insights from the research can help organisations plan for the implementation of Lean practice, particularly when a sub-goal is to achieve sustainable development. Originality/value The study shows the importance of focussing on managers’ knowledge and understanding of the interlinkages between Lean and sustainable development when implementing Lean in order to utilise Lean’s full potential to achieve sustainability.
Purpose The purpose of this paper is to identify and synthesize approaches to studying Lean transformation to further develop a comprehensive approach that integrates organizational culture analysis and performance measurement systems from a systems perspective. Design/methodology/approach This paper is conceptual in nature and based on a review of the literature in the areas of measuring Lean transformation and studying organizational culture. Three questions guide this conceptual analysis: “What approaches have been used to examine Lean transformation in business and public sector organizations?”; “Is there evidence of a focus on organizational culture in the measurement practices in Lean transformation and, if so, how?”; and “What can we learn from organizational cultural theorists about developing a more comprehensive framework to study Lean transformation?”. The analysis was conducted in two phases: In Phase 1, a database search was conducted using the key words Lean transformation, studying Lean, studying Lean transformation, studying organizational culture in Lean and measuring Lean, from which eight papers were selected. In Phase 2, the authors reviewed two models for studying organizational culture. Findings Findings indicated that the dominant approach to study and measure Lean transformation is based on the performance measurement model. Based on this approach, there was little evidence of a focus on organizational culture, and few integrated the human dimensions with the tools and practices. The authors also found evidence of a greater awareness of the need to develop a balanced performance measurement system that reflects both the subjective soft measures and the objective hard measures. Among the approaches studied, two models did reflect integration between hard and soft measures: Dahlgaard et al.’s (2011) 4Ps and Najem et al. ’s (2012) assessment model for studying organizational culture in Lean. Both of these methods provide a strong framework from which to further enhance the study of Lean transformation by incorporating elements from Bantz’s (1993) organizational communication culture method and Martin’s (1992) Matrix concept. Originality/value This paper furthers the academic dialogue on measuring Lean transformation through its unique analysis of studying organizational culture.
Total Quality Management, TQM, is often referred to as a value based management philosophy, built on a set of core values. These TQM values should ideally be conformed to by all employees in order to achieve a thriving organisation. A strong organisational culture with shared core values can therefore be identified as of importance for a successful TQM implementation. This paper discusses how organisations can act to achieve shared values among co-workers. In the theory two strategies appear: to select people who appear to possess the desired values in the first place and to socialize employees once hired. When working with TQM, several examples of socialization can be found in described techniques and tools, however the selection strategy seems to be both unapplied and underestimated. In order to find empirical examples a case study was conducted at an organisation which is renowned for the way in which they work with values. A conclusion of this paper is that, as a complement to the use of socialization, a selection strategy is proposed to achieve shared values in order to facilitate TQM implementation.
Purpose-The purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process. Design/methodology/approach-A multi-site case study was conducted in which storytelling was used as a data collection tool and co-creative process to explore dimensions in the company's cultures that could provide a deeper understanding about the constraints and possibilities that exist for developing valuebased leadership in manufacturing. Findings-Storytelling has a positive impact on leadership and communication highlighting important aspects of the organizational culture to support sustainable development and innovation. Originality/value-This study demonstrates how storytelling can be used by leaders in manufacturing to build cultures of innovation and sustainability. And identifies constrains and possibilities for developing value-based leadership.
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