Lean organizacijų evoliucija

Abstract

The purpose of this paper is to examine the evolution of Lean organizations. Design/methodology/approach: a conceptual literature on the evolution of species, organisms and organizations was reviewed and an original model (framework) of the evolution of organizations was constructed. The model was structured to explore abilities of organizations to receive, store, transform, utilize in practice and transmit information as well as to analyze a flow of the internal and external feedback information. Using this framework, a thorough literature research concerning Lean implementations was conducted and the results of these implementations, followed by an empirical qualitative study of 8 manufacturing Lean organizations in Lithuania, were analyzed. Findings/conclusions: a metaanalysis of Lean implementations disclosed that Lean organizations are paying thorough attention to collecting both external and internal information. They are practicing dissemination and standardization of vulnerable intrinsic information, making this information a part of an organizational culture and making it safe. While organizing the exchange of information with business partners, Lean organizations haven’t achieved much success mostly because of the two problems – problems in creating shared information systems and lack of support and initiative from potential collaborating partners. Lean organizations usually reacted promptly and effectively to failures and errors at the workplace. Proactive evolution of Lean organizations was closely connected with innovative proposals of the empowered and motivated personnel. While handling with changes mature Lean organizations usually do not face hard resistance of the workforce. Thus, the metaanalysis of Lean organizations reveals such systems, which are capable successfully to receive, store, transform, utilize in practice and transmit information. An empirical study disclosed that most of the researched organizations were actively collecting environmental (external) information. They shared information with customers and gathered feedback information, though in some cases this gathering was passive and reactive. Some of these organizations used to cooperate with business partners though most of the researched organizations were working mainly as independent stand-alone business entities. All examined organizations were promptly reacting to errors and failures and proactively creating preventive means. Lean methods related to the motivation of employees allowed them to foster product and process innovations. Most of the researched organizations were unimpressive while coping with changes possibly because of the lack of teamwork. In some organizations both individualism and internal competition were fostered and prevailed over teamwork and over an internal cooperation. Summarizing from the viewpoint of the model of the organizations’ evolution, Lean is a balanced managerial system though most examined Lithuanian Lean organizations failed to use its full potential. Management of changes in organizations and partnership with other business entities (a capability to receive and transmit external information) could be especially pointed as areas of improvement. Practical implications: organizations already practicing Lean could use research data comparing their own success with success of other organizations. Organizations intending to implement Lean could use the research results while planning the implementation. The model of the evolution of organizations - the original research framework presented in this paper could be used to analyse, evaluate and plan the evolution of organizations, helping them to adapt to changing business environment.