Sense of Coherence and Lean-based leadership and alterations in sick leave and productivity at a steel wire manufacturing unit

Abstract

Managers have an important role in the creation of workplace conditions that prevent sick leave and lead to high performance. In Lean, the assumption is that people are the source for continuous improvements. There is a need for more knowledge about what kind of leadership can help managers in a Lean context to create workplace conditions for less sick leave and higher performance. The purpose of this study was to examine how productivity and rate of sick leave changed at a stainless wire manufacturing unit after implementing a new leadership approach based on Sense of Coherence theory (SOC) and Lean philosophy. In this case study, interventions coupled with productivity, quality and sick leave evaluations through the company's key performance indicators were performed. The follow-up was also based on narrative descriptions from the management team in the course of four meetings during the intervention. Notes were taken and analyzed regarding perceived outcomes of the intervention. The results showed that leadership based on SOC and Lean philosophy is positively correlated with productivity per worker, as was the amount of yearly production that met the quality specifications. The amount of sick leave decreased during the period of the intervention compared to before the intervention. Changes in management contribute to productivity. Combining Lean tools and Lean philosophy with the Sense of Coherence theory (SOC) as a base for leadership can influence productivity and decrease the rate of sick leave.