Abstract
<div><strong>Purpose:</strong> The purpose of this article is to examine the relationship between Lean values, Lean leadership and perceived co-worker health both from an empirical and theoretical perspective.</div><div> </div><div><strong>Methodology/Approach:</strong> A questionnaire used at a Swedish municipality that has been working with quality improvements for 20 years and with Lean for seven years was analyzed. 841 co-workers answered the questionnaire which had been designed and pre-tested to measure the presence of a number of Lean values and Lean leadership as well as self-reported perceived health. </div><div> </div><div><strong>Findings:</strong> The results show a moderately positive relationship between Lean values, Lean leadership and co-workers’ perceptions of their health. Customer focus presents the highest mean value, the lowest standard deviation and the highest correlation with co-worker health, which is interesting as the investigated organization is a municipality. </div>
Highlights
During the last few decades, different management concepts have been used to promote change, health and development towards business excellence, all of which have been said to need a cultural change if they are to be successful and sustained
The purpose of this paper is to examine the relationship between Lean values, Lean leadership and perceived co-worker health, both from an empirical and theoretical perspective
The scatter plots of Lean values, Lean Leadership and the Health index showed that the strength of association between the variables is not high in any of them
Summary
During the last few decades, different management concepts have been used to promote change, health and development towards business excellence, all of which have been said to need a cultural change if they are to be successful and sustained. One management concept that has gained much attention lately is Lean and a prerequisite for the successful application of Lean is changing the culture within the organization (Yamamoto and Bellgran, 2010 and Bhasin and Burcher, 2006). Radnor et al (2006), state that the public sector has the same need; the success of Lean depends on organizational and cultural factors. Lean promotes cultural changes by ‘doing’ rather than formal education and planning (Shook, 2010). According to Dahlgaard and Dahlgaard-Park (2006), Lean production philosophy and the Six Sigma steps are fundamentally the same, and both have been established from the same root: Japanese TQM practices
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