hig.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard-cite-them-right
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • sv-SE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • de-DE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Senior managers’ perspectives on obstacles to Lean implementation
University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Development, IT and Land Management, Industrial economics. University of Gävle, Center for Logistics and Innovative Production. School of Techonology and Health, KTH, Stockholm, Sweden.
University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Development, IT and Land Management, Industrial economics. University of Gävle, Center for Logistics and Innovative Production.
2016 (English)In: International Journal of Lean Enterprise Research, ISSN 1754-2294, E-ISSN 1754-2308, Vol. 1, no 4, p. 317-328Article in journal (Refereed) Published
Abstract [en]

Many lean implementations fail; previous research suggests an important reason is that senior managers are unable to support the implementation. We investigate this problem by exploring senior managers' perspectives on lean implementation, aiming to identify possible obstacles to their support of implementation processes. The paper is based on an explorative case study at a global manufacturing company implementing lean. Interviews were performed with senior managers at the top two hierarchical levels, the president and area presidents. The analysis revealed four main obstacles: 1) competence development needs of senior management were not addressed; 2) the lean development initiative was not connected to company strategy; 3) key players within the organisation were initially not involved or tasked; 4) the initiative was not system wide. The results stress the importance of initial competence evaluation and development of senior management in lean development.

Place, publisher, year, edition, pages
2016. Vol. 1, no 4, p. 317-328
Keywords [en]
change management, organisational development, competence evaluation, strategy, lean management, lean implementation, senior managers, senior management, organisational change, manufacturing industry, key players, system wide initiatives
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:hig:diva-20868DOI: 10.1504/IJLER.2015.076658OAI: oai:DiVA.org:hig-20868DiVA, id: diva2:882902
Available from: 2015-12-16 Created: 2015-12-15 Last updated: 2018-12-07Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records

Renström, JonasNiss, Camilla

Search in DiVA

By author/editor
Renström, JonasNiss, Camilla
By organisation
Industrial economicsCenter for Logistics and Innovative Production
In the same journal
International Journal of Lean Enterprise Research
Production Engineering, Human Work Science and Ergonomics

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 705 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard-cite-them-right
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • sv-SE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • de-DE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf