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Lean leadership: a matter of dualism
University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Development, IT and Land Management. University of Gävle, Center for Logistics and Innovative Production. University of Gävle, Faculty of Health and Occupational Studies, Department of Occupational and Public Health Sciences. University of Gävle, Centre for Musculoskeletal Research. KTH.
University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Development, IT and Land Management. University of Gävle, Center for Logistics and Innovative Production. KTH .
2014 (English)In: International Journal of Human Resources Development and Management, ISSN 1465-6612, Vol. 14, no 4, 242-253 p.Article 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.

Place, publisher, year, edition, pages
2014. Vol. 14, no 4, 242-253 p.
Keyword [en]
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: urn:nbn:se:hig:diva-16132DOI: 10.1504/IJHRDM.2014.069355Scopus ID: 2-s2.0-84929619819OAI: oai:DiVA.org:hig-16132DiVA: diva2:689831
Available from: 2013-12-05 Created: 2014-01-21 Last updated: 2015-06-07Bibliographically approved
In thesis
1. Lean Implementation: the significance of people and dualism
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. 73 p.
Series
TRITA-STH : report, ISSN 1653-3836 ; 2013:8
Keyword
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)
Presentation
(English)
Opponent
Supervisors
Available from: 2014-01-21 Created: 2014-01-21 Last updated: 2017-01-10Bibliographically approved

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