Managing People In A Lean Environment: The Power Of Informal Controls And Effective Management Of Company Culture

Gander, Mary J.

doi:10.19030/jbcs.v5i6.4738

Cited by 3 publications

(3 citation statements)

References 5 publications

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“…2.3.2 Crisis of advisers and coaches. To develop a lean workplace, many factors must be considered, including employee and management attitudes, habits, culture and systems (Gander, 2009). Upholding to the difficult transformation task, it is easy to get deluded from the path under such a large scale of operations in an integrated approach (Losonci et al, 2011).…”

Section: Top Management Vision (A à 1)mentioning

confidence: 99%

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

Mohapatra

Tripathy

Singhal

2023

IJLSS

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Purpose As the COVID-19 epidemic ravages the world in the fourth industrial revolution era, the manufacturing sector faces its worst situation in a century. Lean philosophy, renowned as a “warrior philosophy,” can be an able rescuer to these industries. This study aims to identify the hurdles to lean strategy implementation and conduct an analysis to provide cognizance to policymakers, practitioners and decision-makers. Design/methodology/approach This study aims to identify the obstacles that obstruct lean implementation into seven primary barriers/components, with the fuzzy DEMATEL approach being used to evaluate the critical factors as well as the cause and effect factors among them. Expert opinions are sought to obtain the relevant data for evaluation purposes. Findings The results reveal that a firm should focus on firm cultural conflict scenario, resources–responses incapability, improve on suppliers’ attitude and execute a proper planning and logistics equation to alleviate the hindrances of implementing lean. As these causal factors influence the effect factors, namely, top management vision, management–employee relationship and human resource building, focusing on them automatically improves the effect factors; thus, the surge to overcome resistance to lean implementation is alleviated. Practical implications This research aids in identifying and analyzing lean implementation issues in the manufacturing and industrial sectors. The observations, results and insights drawn can act as a guiding force to rupture the resistance envelope covering the domain of lean implementation and possibly reinstating industries to survive and excel in the business post-COVID era. Originality/value This research introduces barriers to lean implementation in a unique way, as it articulates all sections of an industry and group the barriers based on the classification. It further prioritizes the barriers for their importance in the Indian industrial scenario. This would help the industry professionals and managers access the barriers and generate insight on how and where to start implementing lean.

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Section: Top Management Vision (A à 1)mentioning

confidence: 99%

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

Mohapatra

Tripathy

Singhal

2023

IJLSS

View full text Add to dashboard Cite

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“…This is aligned to Choi and Liker (1995); Liker and Morgan (2006); Huehn- Brown and Murray (2010) indicate that a certain culture is necessary to implement lean practices. To be more specific, Bhasin and Burcher (2006), Gander (2009) and Mann (2009), reveal that lean practice can be implemented in a culture in which all employees are engaged in Continoues Improvement CI. Woehl (2011) in his leadership research on lean practice in twenty U.S semiconductor companies, reveal that there is a significant correlations between CI, and transformational leadership.…”

Section: Organisational Changementioning

confidence: 99%

“…The researcher found one paper on lean manufacturing leadership in semiconductors. Continuous improvement is needed for lean production (Burcher, 2006;Gander, 2009). Further research could investigate possible mediators between transformational leadership vision and continuous improvement (CI).…”

Section: Summary Of Organisation and Management Literature Reviewmentioning

confidence: 99%

The meaning of leadership in semiconductor industry

Soesilowati

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The purpose of this thesis is to contribute towards the understanding of leadership in a U.S. semiconductor company, including the impact of various concepts of leadership on behaviour in the organisation, in order to identify the best practice of leadership for a semiconductor firm to achieve and maintain success in dynamic global competition. The findings aim to inform the best leadership practice and its effects on the organisation's behaviours in a semiconductor company. The research covers the period from early 2018 until 2020 using in-depth interviews with key stakeholders such as leaders-managers from different management levels and non-managers employees using qualitative methods in an U.S. semiconductor company based in Germany. This study investigates the interviewees' views on leadership. Fifteen interviewees were asked to recall and describe pivotal career events that helped them grow as leaders. Participants were also asked to provide their definition of leadership, to identify development gaps within the studied company, and to suggest leadership development activities. The primary findings of this study indicate that the current concept of leadership fosters greater inflexibility in management by increasing micromanagement and multiplying overlapping processes. For an organisation to be more productive and effective, transformational leadership is required to foster trust-based relationships and long-term growth, according to the interviewees. Interpersonal trust, self-identity, and authenticity are viewed as primary factors in developing a transformational and long-term mindset for the company to win markets in the semiconductor industry that are rapidly changing and highly competitive.

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Cellular and organisational team formations for effective Lean transformations

Vries

Poll

2018

Production & Manufacturing Research

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Teamwork is considered essential for effective Lean organisations. However, how and why are teams formed during a successful Lean transformation relative to changes in organisational structure? Constructs for variables and factors that influence formation of teams, during and after Lean transformation maturity, were identified. The research employed a purposively sampled case study with three questionnaires, focus groups, interviews and multiple linear regression. Self-directed teams become flow-line or cellularwork teams, supported by dedicated cross-functional teams led by first line managers who run manufacturing cells as small business units. Participation of cellular team members leads to ongoing commitment and continuous improvement within the team leading to restructuring of organisations for effective flow and pull. Cross-functional team activity and self-directed team activities are vital components for successful Lean transformations. Constructive, humble, and common-sense leadership is required for team formations. Future research could investigate literacy coupled with Lean transformations for South African organisations.

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Managing People In A Lean Environment: The Power Of Informal Controls And Effective Management Of Company Culture

Abstract: This short case at a high tech company in the Midwest

Cited by 3 publications

References 5 publications

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

The meaning of leadership in semiconductor industry

Cellular and organisational team formations for effective Lean transformations

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