hig.sePublications
Change search
Link to record
Permanent link

Direct link
BETA
Halling, Bengt
Publications (10 of 11) Show all publications
Halling, B., Bergman, M. & Wijk, K. (2018). Intervention för ökad produktivitet och minskad sjukskrivning vid ett svenskt stålföretag. In: Lindberg, Per (Ed.), FALF KONFERENS 2018 Arbetet – problem eller potential för en hållbar livsmiljö?   10-12 juni 2018 Gävle: Program och abstracts. Paper presented at FALF 2018 konferens 'Arbetet - problem eller potential för en hållbar livsmiljö?', 10-12 juni 2018, Gävle (pp. 49). Gävle: Gävle University Press
Open this publication in new window or tab >>Intervention för ökad produktivitet och minskad sjukskrivning vid ett svenskt stålföretag
2018 (Swedish)In: FALF KONFERENS 2018 Arbetet – problem eller potential för en hållbar livsmiljö?   10-12 juni 2018 Gävle: Program och abstracts / [ed] Lindberg, Per, Gävle: Gävle University Press , 2018, p. 49-Conference paper, Oral presentation with published abstract (Refereed)
Abstract [sv]

Bakgrund

Vid Fagersta stainless produktionsenhet för dragen tråd vidareförädlas rostfri valsad tråd till dragen tråd som sedan kan användas för tillverkning av olika produkter. Vid produk-tionsenhet för dragen tråd hade de under en längre tid haft lönsamhetsproblem och hög sjukfrånvaro och företagets ledning ansåg att något måste göras för att ändra detta. En ny produktionschef och tre produktionsledare anställdes med uppdraget att vända den negativa situationen. Beslut togs om en intervention som påbörjades år 2015.

Interventionen

Samtlig personal vid produktionsenheten (n=46, inkluderande en produktionschef, tre produktions-ledare samt operatörer) genomgick utbildning under våren 2015 vid Human Lean Center, Högskolan i Gävle. Utbildningen bestod av en teoretisk och en praktisk del. Utbildningens teoretiska del handlade om hälsa och hälsofrämjande samt Lean filosofi. Utbildningens praktiska del innebar att montera trampbilar vid taktad monteringslina med hjälp av Lean metoder och ett hälsofrämjande perspektiv utgående från att arbete skall vara meningsfullt, begripligt och hanterbart. Kunskapen från utbildningen omsattes sedan vid Fagersta stainless produktionsenhet för dragen tråd genom att fyra förändringar gen-omfördes. 1. Skapa möjlighet för arbetsledarna att tillbringa tid på produktionsgolvet för att stödja produktionspersonalen. 2. Introduktion av ”whiteboardmöten” för information vid början av alla skift. 3. Byggandet av gemensam lunchplats. 4. Standardiserat arbets-sätt vid avvikelser.

Metod

Resultatet av interventionen mättes av Fagersta stainless med företagets system för upp-följning av produktivitet mätt i producerat ton stål per arbetare och sjukskrivningar mätta i procent av förlorad arbetstid i förhållande till möjlig arbetstid. Mätningar gjordes för år 2014, året före interventionen och för åren 2015-2017.

Resultat

Resultatet efter interventionen visar att Produktivitet per arbetare ökade för åren 2015-2017. År 2014 som var året före interventionen var produktiviteten per arbetare 158,3 ton. År 2015 ökade den med 24,9%, 2016 ökade produktiviteten per arbetare med 3,6% och för 2017 var ökningen 11,4%. Under samma tid åren 2015-2017 som produktiviteten ökade så minskade sjukskrivningar. 2014 året före interventionen uppgick sjukskriv-ningarna till 15% av total möjlig tid för arbete (100%). År 2015 sjönk sjukskrivningarna till 7% och 2016 sjönk de till 3% för att 2017 sjunka ytterligare till 2,5%.

Slutsats

Genom att kombinera hälsofrämjande teorier och Lean filosofi som delar i en utbildning med teoretiska och praktiska moment kan en kunskapsgrund läggas för en kontext-anpassad intervention som kan resultera i ökad produktivitet per arbetare samtidigt som sjukskrivningar kan minska. Verksamheter som vill öka produktivitet och samtidigt minska sjukskrivningar bör överväga att kombinera Lean filosofi med hälsofrämjande teori som strategi.

Place, publisher, year, edition, pages
Gävle: Gävle University Press, 2018
National Category
Occupational Health and Environmental Health Other Social Sciences
Identifiers
urn:nbn:se:hig:diva-28855 (URN)978-91-88145-28-4 (ISBN)
Conference
FALF 2018 konferens 'Arbetet - problem eller potential för en hållbar livsmiljö?', 10-12 juni 2018, Gävle
Available from: 2018-12-17 Created: 2018-12-17 Last updated: 2018-12-17Bibliographically approved
Halling, B., Bergman, M. & Herdin, G. (2018). Presentation av Human Lean Center. In: Per Lindberg (Ed.), FALF KONFERENS 2018 Arbetet – problem eller potential för en hållbar livsmiljö?   10-12 juni 2018 Gävle: Program och abstracts. Paper presented at FALF KONFERENS 2018 Arbetet – problem eller potential för en hållbar livsmiljö?, 10-12 juni 2018, Gävle (pp. 145). Gävle: Gävle University Press
Open this publication in new window or tab >>Presentation av Human Lean Center
2018 (Swedish)In: FALF KONFERENS 2018 Arbetet – problem eller potential för en hållbar livsmiljö?   10-12 juni 2018 Gävle: Program och abstracts / [ed] Per Lindberg, Gävle: Gävle University Press , 2018, p. 145-Conference paper, Oral presentation with published abstract (Other academic)
Abstract [sv]

Inledning

Human Lean började som ett samarbete mellan Bengt Halling och några produktionslinor hos Scania för att se om hälsoteorin Känsla av sammanhang (Kasam) kunde hjälpa cheferna vid dessa arbetsplatser att öka hälsoläget bland medarbetarna med bibehållande av den positiva utveckling av produktiviteten som företaget uppvisat. Lärdomar från samarbetet låg som grund för etablerandet av Human Lean Center (HLC) vid högskolan i Gävle. Human Lean kan beskrivas som ett koncept som kombinerar Kasam och Lean filosofi och där människan ses som central för produktivitet och kvalitet.

Syfte

Syfte med etablerande av HLC är att erbjuda organisationer en utbildning som kombinerar hälsoteori och Lean filosofi för långsiktigt uthållig och konkurrenskraftig verksamhet. HLC nyttjas numera även vid olika studentutbildningar.

Metod

Metod vid utbildningen vid HLC bygger på att kombinera teori och praktik. Teorin handlar om hälsoteori och hälsofrämjande kombinerat med beskrivning av Lean konceptets historiska framväxt och Lean filosofi. Den praktiska delen av utbildningen handlar om att montera trampbilar längs en taktad produktionslina med hjälp av Lean metoder och verktyg utgående från att människan är central för produktion, att hälsa är en resurs med påverkan på människans förmåga och det innebär att arbetsplatser bör utformas så att de stödjer tillgången till människors förmåga att göra sitt bästa varje dag på jobbet. Att skapa arbetsplatser som stöder människor genom ett hälsofrämjande perspektiv behöver en strategi på daglig basis i human Lean sker detta genom komb-inationen Kasam och Lean filosofi. Med det menas att arbetsmiljön runt människor skall utformas med syftet skapa en känsla av att deras arbetssituation upplevs som meningsfull, begriplig och hanterbar.

Resultat

Resultat från de arbetsplatser där Human Lean konceptet prövats visar på positiva effekter på såväl hälsa som produktivitet och kvalitet. Fagersta stainless avdelning för dragen tråd var ett av de första att genomgå utbildning vid HLC. Mikael Bergman från Fagersta finns på plats vid presentationen för att berätta om hur utbildningen uppfattats av personal och företaget.

Slutsatser

Slutsatser utifrån erfarenheter från utvecklingen av Human Lean konceptet och Human Lean Centers verksamhet är att Human Lean konceptet genom kombinationen hälsoteori och Lean filosofi samt teori och praktisk träning kan ge positiva effekter på verksam-heters produktivitet och kvalitet samtidigt som hälsonivån bland medarbetare höjs i form av minskad sjukskrivning och minskat behov av rehabilitering.

Place, publisher, year, edition, pages
Gävle: Gävle University Press, 2018
National Category
Other Social Sciences
Identifiers
urn:nbn:se:hig:diva-28862 (URN)978-91-88145-28-4 (ISBN)
Conference
FALF KONFERENS 2018 Arbetet – problem eller potential för en hållbar livsmiljö?, 10-12 juni 2018, Gävle
Note

Rundabordssamtal

Available from: 2018-12-17 Created: 2018-12-17 Last updated: 2018-12-17Bibliographically approved
Renström, J. & Halling, B. (2017). Cross-functional Alignment for Lean Development Obstacles and Facilitators for Organizational Learning. In: : . Paper presented at International Workshop on Teamworking (IWOT) 21, 7-8 September 2017, Trondheim, Norway.
Open this publication in new window or tab >>Cross-functional Alignment for Lean Development Obstacles and Facilitators for Organizational Learning
2017 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

To see and understand Lean as a management system, as well as a willingness within management to practice the desired approach, are often described as central for Lean implementation and development. To achieve this, a strategic, system-wide approach to Lean development may be required. Such an approach would require cross-functional cooperation in driving improvements that affect organizational interdependencies. Cross-functional operation is a key factor for organizational learning, where learning is said to require individuals interacting for a specific purpose, learning together by trying to solve tasks and to improve performance. This goes beyond “team learning,” since by its organizational focus it addresses the management of interdependencies between organizational functions as well as among departments and hierarchical levels. Toyota, a company linked to the Lean concept, can often be found described as a learning organization. Its success is said to be closely linked to its ability to generate and manage organizational learning. Organizational learning emphasizes cross-functional social practice as the way to learn and develop. This paper, based on an explorative case study at a global manufacturing company, assesses prerequisites for cross-functional alignment and cooperation within a larger international production company. The question for the study was how managers describe obstacles and facilitators for cross-functional interaction for Lean development. Descriptions of obstacles and facilitators for cross-functional interaction given by managers point to the importance of a controlled management turnover and induction training, as well as formally established target conditions and collective performance management. Further conclusions are that organizational learning theory can be used to further understand requirements for Lean management by highlighting the importance of how and by whom daily steering or performance management and deviation handling is set up and performed. The results stress the importance of routines and composition of local management teams and their approach to shared responsibility and target achievement.

Keywords
change management; organization development; competence; strategy; lean management; lean implementation; senior managers; organizational learning, cross-functional
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:hig:diva-26020 (URN)
Conference
International Workshop on Teamworking (IWOT) 21, 7-8 September 2017, Trondheim, Norway
Available from: 2018-01-16 Created: 2018-01-16 Last updated: 2018-12-07Bibliographically approved
Halling, B. & Renström, J. (2014). Lean leadership: a matter of dualism. International Journal of Human Resources Development and Management, 14(4), 242-253
Open this publication in new window or tab >>Lean leadership: a matter of dualism
2014 (English)In: International Journal of Human Resources Development and Management, ISSN 1465-6612, E-ISSN 1741-5160, Vol. 14, no 4, p. 242-253Article in journal (Refereed) Published
Abstract [en]

On the basis of previous literature, this study takes a snowball approach to identify people influential on the topics through their writings. The aim was to conceptualise leadership and management in regard to lean, thus increasing understanding of the roles of leadership and management in lean development. The findings showed that leadership and management are two different but complementary action systems, similar to the duality of Toyota's two foundational principles: respect for people and continuous improvement. Differentiating between leadership and management is important in order to meet organisational needs during a lean implementation; each has complementary functions. Practical implications include the need to further train managers in leadership and to work within organisational culture to influence on–the–job behaviour. This lack of leadership competence may be one reason companies tend to address lean as a toolbox rather than an enterprise–wide system that covers all its operations and entails cultural and behaviour standards.

Keywords
lean leadership, lean management, leadership competence, complementary, Toyota way, organisational effectiveness, lean development, organisational culture, on–the–job behaviour, duality, snowball approach, enterprise–wide systems, human resources
National Category
Business Administration
Identifiers
urn:nbn:se:hig:diva-16132 (URN)10.1504/IJHRDM.2014.069355 (DOI)2-s2.0-84929619819 (Scopus ID)
Available from: 2013-12-05 Created: 2014-01-21 Last updated: 2018-12-03Bibliographically approved
Halling, B. & Wijk, K. (2013). Experienced Barriers to Lean in Swedish Manufacturing and Health Care. International Journal of Lean Thinking, 4(2)
Open this publication in new window or tab >>Experienced Barriers to Lean in Swedish Manufacturing and Health Care
2013 (English)In: International Journal of Lean Thinking, ISSN 2146-0337, Vol. 4, no 2Article in journal (Refereed) Published
Abstract [en]

A B S T R A C T  

Purpose: The purpose is to compare similarities and divergences in how the concepts of Lean and barriers to Lean are described by key informants at a production unit in a large manufacturing company and two emergency health care units in Sweden.

Design/methodology/approach: Data was collected via semi-structured interviews and analyzed with the constant comparative method (CCM) and Porras and Robertson’s

(1992) change model.

Findings: In both organizations, the view of Lean changed from a toolbox to a human behavior view. Eight barriers were experienced in both organizations. Three barriers

were unique to manufacturing or to health care, respectively. Nine barriers were elements of social factors;five were elements of organizing arrangements.

Research limitations/implications: Only people practically involved and responsible for the implementation at the two organizations participated in the study.

Practical implications: Persons responsible for implementing Lean should consider organizational arrangements and social factors in order to limit barriers to

successful implementation.

Originality/value: Most research on Lean has been about successful Lean implementations. This study focuses on how Lean is viewed and what barriers personnel in

manufacturing and health care have experienced. In comparing the barriers to Lean experienced in the two groups, common, archetypical, and unique barriers for manufacturing and health care can be identified, thus contributing to knowledge about barriers to Lean implementation.

National Category
Engineering and Technology
Identifiers
urn:nbn:se:hig:diva-16117 (URN)
Available from: 2014-01-21 Created: 2014-01-21 Last updated: 2018-12-03Bibliographically approved
Halling, B. & Renström, J. (2013). From Fantasy to Reality: Learning From Seven Years of Lean Implementation. Journal of US-China Public Administration, 10(4), 368-378
Open this publication in new window or tab >>From Fantasy to Reality: Learning From Seven Years of Lean Implementation
2013 (English)In: Journal of US-China Public Administration, ISSN 1548-6591, Vol. 10, no 4, p. 368-378Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to address the question of how manager’s views on Lean in terms of “toolbox Lean” or“Lean thinking” impact their view of the implementation process. This paper is based on a case study at a globallyestablished Swedish manufacturing company. Findings show that managers’ definitions of Lean have evolved froma “toolbox” view toward more of a “Lean thinking” view during the implementation process, due to the learningtaking place in the organization during the implementation. As the understanding of Lean develops, new andunforeseen deviations or needs may be identified. This in turn affects the managers’ views on the implementationprocess and perceived needs in regard to Lean development. The study also shows that fragmented development ofan organization, such as production units developing individually without support from middle management orhuman resources (HR) may impede Lean development efforts. Lean implementation and development requiresystem wide change in order to be sustainable, which primarily concerns the management system and managementapproach but also all support functions within an organization. The use of external consultants in selected parts ofan organization, thereby by-passing management levels and support functions may generate conflicting prioritiesand tension within an organization. The paper contributes to a deeper understanding regarding the learning processrelated to Lean implementations and to the aspects of people development and leadership required for sustainableLean development.

National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:hig:diva-15423 (URN)
Available from: 2013-09-25 Created: 2013-09-25 Last updated: 2018-12-03Bibliographically approved
Halling, B. (2013). Lean Implementation: the significance of people and dualism. (Licentiate dissertation). Stockholm: KTH Royal Institute of Technology
Open this publication in new window or tab >>Lean Implementation: the significance of people and dualism
2013 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

Lean, with its origins at the Toyota Motor Company, is a concept that is known to increase effectiveness in manufacturing. The Lean concept is now argued to be relevant not only in manufacturing but in service and health-care delivery as well. The reported results of Lean implementation efforts are divided. There are reports that most of the Lean implementation efforts are not reaching the goal; on the other hand, there are reports of promising results. The divided results from Lean implementation efforts show how important it is to research and identify factors that are barriers to successful implementation of Lean. This thesis aims to contribute knowledge about barriers to Lean implementation by collecting empirical findings from manufacturing and health care and structuring the perceived barriers and difficulties to Lean implementation. My first study aimed to compare similarities and divergences in barriers to Lean described by key informants in manufacturing and health care. The data was collected via semi-structured interviews. Findings showed that the perceived difficulties and barriers are much the same in manufacturing and health care. The second study was a case study at a manufacturing firm, researching how the views on Lean of the managers implementing Lean influence its implementation. Data was collected via semi-structured interviews with 20 individuals and covered all hierarchical management levels in the company. Findings showed that managers' views on Lean influence the implementation but also that learning during the implementation process can alter managers' views of Lean. The third study aimed to research how management of Lean is described in the literature. This was done through a literature review. The findings showed that Lean management is a matter of dualism, consisting of two complementary systems of action, management and leadership, which are related to the two basic principles of Lean, continuous improvement and respect for the people.

Place, publisher, year, edition, pages
Stockholm: KTH Royal Institute of Technology, 2013. p. 73
Series
TRITA-STH : report, ISSN 1653-3836 ; 2013:8
Keywords
Lean, leadership, management, implementation, barriers, comparison, development, health care, manufacturing
National Category
Business Administration
Identifiers
urn:nbn:se:hig:diva-16133 (URN)978-91-7501-908-6 (ISBN)
Opponent
Supervisors
Available from: 2014-01-21 Created: 2014-01-21 Last updated: 2018-03-14Bibliographically approved
Halling, B. (2012).  Lean:  en fråga om tvåfald eller enfald. Paper presented at FALF Forum för arbetslivsforskning Karlstad 2012 11 - 13 juni.
Open this publication in new window or tab >> Lean:  en fråga om tvåfald eller enfald
2012 (Swedish)Conference paper, Published paper (Other academic)
Abstract [sv]

Sammanfattning

Biltillverkaren Toyota anses vara ett av världens effektivaste företag och beskrivs som en framgångssaga.Toyotas framgångar har lett till att många företag och organisationer inom olika branscher försökt lära av Toyota och deras sätt att bedriva sin verksamhet med syfte att nå liknande framgångar som Toyota way gett Toyota. Detta har vanligtvis skett under begreppet Lean. Lean som begrepp myntades och spreds av forskare i USA. Undersökningar av resultatet av de Lean införanden som gjorts i olika företag och organisationer visar att mycket få lyckas.

 Syfte

Reflektera över motsättningar och överensstämmelser av olika beskrivningar av Toyota Way och Lean, samt 2. reflektera över varför få lyckas med Lean.

Resultat

en viktig faktor bakom den höga andelen misslyckade Lean införanden är att Toyota way är ett tvåfaldigt system medan Lean, som införs med syfte att nå framgångar liknande de Toyota uppnått, oftast införs som ett enfaldigt system. För att fungera behöver Lean samma tvåfaldighet som Toyota way annars uppnås bara något som kan benämnas ”bluff Lean”.

Diskussion

Är lösningen på nuvarande problem med den låga andelen framgångsrika Lean införanden att lära om och då från primärkällan Toyota.

Finns det behov att skapa svenska Leanbegrepp?

Är många Leankonsulter ett hot mot framgångsrikt införande av Lean?

Vad lärs ut om Lean på svenska lärosäten, den tvåfaldiga eller den enfaldiga ”Lean modellen”?

Är erfarenheterna från TWI och insikten från The European Productivity Agency’s Report of the Rome Conference 1958, om att överordnat allt annat är produktivitet en fråga om inställning, glömda i västvärlden?

Keywords
Lean
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:hig:diva-12627 (URN)
Conference
FALF Forum för arbetslivsforskning Karlstad 2012 11 - 13 juni
Available from: 2012-09-10 Created: 2012-08-21 Last updated: 2018-03-13Bibliographically approved
Halling, B. & Renström, J. (2012). LEAN och Ledarskap. In:  . Paper presented at FALF Forum för arbetslivsforskning Karlstad 2012 11 - 13 juni.
Open this publication in new window or tab >>LEAN och Ledarskap
2012 (Swedish)In:  , 2012Conference paper, Published paper (Other academic)
Abstract [en]

Introduction

Research has shown that leadership is an important factor when implementing and developing a TPS (Toyota Production System) inspired Lean way of working in organizations. In spite of it´s stated importance, leadership is indicated as a weak area and a problem in many organizations striving to develop as Lean enterprises. To successfully implement and develop a sustainable Lean way of working it becomes essential to understand what kind of leadership a Lean organization requires. There is a stated gap in Lean literature regarding management and difficulties in implementation are indicated to often occur due to overlooked but crucial differences in approach in management.

Purpose: The purpose of this paper is to describe leadership from a Lean perspective and identify possible key factors regarding leadership for a developing Lean organization.

Method: This paper is based on a literature study.

Results: Leadership within a Lean organization can be said to be characterized by a deep knowledge regarding the operation processes in order to be able to mentor, coach, and develop employees in line with company standards, goals and vision. It is indicated that a leaders primary responsibility is to support in the development of subordinates by taking active part in problem solving and by role modeling. To develop people in a way means to continuously challenge them, this challenge being a way to assure continuous improvement. With a long term perspective and the principle of “respect for people” in mind this means balancing the challenge to avoid overburdening (muri). Two aspects are of importance here; deep knowledge regarding company processes, standards and protocol and a close working relationship with subordinates in order to be able to continously coach, mentor, and take active part in problem solving.

Discussion: Leadership and the role of management in Lean implementation and development will, if continuous improvement and not just implementation of tools is aspired, be to support structures and behaviors needed for problem solving and organizational learning. Toyota is by several sources described as a learning organization and Lean systems based on Toyota will thus require a leadership and a management system that meet the requirements of a learning organization. This type of leadership appears to be similar to what Bass (1999) describes as transformational and transactional leadership where inspiration & idealized influence, intellectual stimulation, and individualized consideration are key factors as well as goal setting, contracting, structure and standards.

Value: This paper provides insights regarding possible key factors concerning leadership in regard to Lean implementation and development as well as the importance and purpose of leadership in a lean organization.

Keywords
Lean, Ledarskap
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:hig:diva-12628 (URN)
Conference
FALF Forum för arbetslivsforskning Karlstad 2012 11 - 13 juni
Available from: 2012-09-12 Created: 2012-08-21 Last updated: 2018-03-13Bibliographically approved
Halling, B. & Renström, J. (2011). Lean and the implementation process: managers perspective on change. In: Det nya arbetslivet. Paper presented at FALF 2011 Luleå Sweden.
Open this publication in new window or tab >>Lean and the implementation process: managers perspective on change
2011 (English)In: Det nya arbetslivet, 2011Conference paper, Published paper (Refereed)
Abstract [en]

Introduction and aims: Research has shown that view on Lean production differs both between researchers and practitioners and that there is no uniform definition of the concept (Emiliani 2006; Pettersen 2009). Furthermore, the perspective on Lean production as toolbox or philosophy, sometimes expressed as Lean thinking, influences the Lean implementation. Implementation of Lean can be seen as a project or an initiation of an ongoing developmental process where learning is taking place (Rother 2010). The purpose of this paper is to survey managers´s wiew of lean in terms of “toolbox Lean” or Lean thinking and their view of the implementation process in terms of a project with a time limit or as an initiation of an ongoing developmental process. The intention is to increase understanding about the relationship betweenhow Lean production is defined and implemented.

Method: This paper is based on a case study at a Swedish manufacturing company aiming tobecome a company working with a business system based on Lean principles. The study has a multilevel, vertical, perspective covering five hierarchical management levels in the organization, from president of the company to first line managers at the shop floor. Data was collected through individual semi structured interviews with 14 managers at different organizational levels.

Findings and reflection: The view on Lean has, according to managers, evolved at all management levels within the organization during the implementation. From a starting point were Lean was perceived as a set of tools by most, it has, as the managers increased their knowledge evolved into a view that is more complex and also includes behavioral and cultural issues. This would indicate that even if the starting point of an implementation of Lean is Lean tool focused it may over time come to include issues of management protocol addressing cultural development, coaching and communication as learning regarding the organizational needs take place. The interviews showed that managers on different hierarchical levels of the organization believed there to be differences in view regarding Lean within the organization. We however found the view on Lean to be quite similar at all management levels, described as a customer focused; standardized way of working that is continuously improved by keeping a process focus. The impression of there being differences in view regarding Lean is most likely caused by a lack of dialogue between organizational levels within the organization. Varying competence levels regarding Lean and thereby varying ways of working within the organization may create a lack of support between production and support functions. Health and health promotion are seen as important factors at the production unit that was studied.

Research limitations: Organizational size and only partial coverage of the organization may limit the results validity to the parts of the organization that was researched and to larger organizations.

Value: This paper provides insights regarding the learning process connected to a Lean implementation and that alterations of perspectives and needs may take place during such a process.

Keywords: Lean production; Lean management; Lean implementation

Paper type: Case study

National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hig:diva-9868 (URN)
Conference
FALF 2011 Luleå Sweden
Available from: 2011-09-01 Created: 2011-08-19 Last updated: 2018-03-13Bibliographically approved
Organisations

Search in DiVA

Show all publications