Lean Transformations Research Articles

Overviewing Challenges and Solutions in Lean Manufacturing Implementation for Domestic Enterprises

Companies keep focus on enhancing the quality, efficiency, and customer satisfaction of their products and services while at the same time increasing their profits. Lean Manufacturing emerges as a potent strategy to address these imperatives via identifying and eliminating losses. Hence, it leads to optimized production processes and enhances overall performance of enterprises. This study presents an overview and analysis of lean manufacturing principles, implementation strategies, challenges, and economic benefits for Ukrainian enterprises. The main hypostatize of the paper was to investigate whether the Lean manufacturing approach is associated with different scope of businesses and whether it brings efficient outcomes for all of them. Based on conducted structured literature review the study highlights the versatility of lean methodologies across various industries and administrative processes. Employing scientific methods like comparative analysis and theoretical generalization, the research offers insights into the outcomes of lean implementations, including cost savings, productivity enhancements, and improved product quality for business organizations. The main outcomes of study underscore the critical role of strong leadership commitment and organizational culture in driving successful lean transformations. Through overviewing case studies and practical insights, the article illustrates real-world applications of lean manufacturing principles from different industries, exemplified by organizations AeroStar, Nova Poshta and Boeing. The paper is theoretical. However, the study advocates the practical importance of adoption of lean principles to achieve operational excellence for companies regardless of their scope of operating activities. Also, it offers suggestions for future research to explore emerging technologies' impact and cross-cultural comparisons in lean manufacturing practices.

The Missing Link: Lean Leadership.

People often equate "Lean" with the tools that are used to create efficiencies and standardize processes. However, implementing tools represents at most 20 percent of the effort in Lean transformations. The other 80 percent is expended on changing leaders' practices and behaviors, and ultimately their mindset. Senior management has an essential role in establishing conditions that enable 80 percent of the effort to succeed. Their involvement includes establishing governance arrangements that cross divisional boundaries, supporting a thorough, long-term vision of the organization's value-producing processes, and holding everyone accountable for meeting Lean commitments. This is accomplished through regular, direct involvement. When upper management sets the example, durable Lean success and an increasingly Lean leadership mindset follow.

Lean leadership across different national cultures: a comparative study

Most studies on organisational lean transformation have been conducted in the North-Western hemisphere. This questions the cross-cultural generalisability and understanding of managers’ leadership style that is required to effectively guide lean transformations. Our mixed-methods study compares effective Brazilian to Dutch lean managers’ behaviours and values and builds on a total of 43 in-depth interviews and 100 surveys with focal managers, their bosses, and subordinates. While self-transcendence and openness-to-change values were similar across cultures, Brazilian lean managers were perceived to show more relations-, change-, and task-oriented behaviours than the Dutch ones. The Brazilian managers also strongly identified with lean leaders, noting that lean values were quite different from Brazilian ones. Thus, Identity Theory is introduced to explain these striking differences and three propositions are formulated to guide future longitudinal mixed-methods research across the globe. Multinational organisations are advised to build a strong ‘lean identity’ across their plants to stimulate lean-leadership development.

Effect of lean implementation on team psychological safety and learning

PurposeFrontline teams are at the centre of lean transformations, but the teams also transform as they implement lean. This study examines these changes and seeks to understand how lean relates to team psychological safety and learning.Design/methodology/approachThis research setting is the Romanian division of a leading European energy company. The authors collected team-level audit and survey data, which the authors used to test the effect of lean implementation on team psychological safety and learning. The authors’ team-level data are complemented with qualitative interviews conducted with team members and headquarters leaders.FindingsThe results of the regression analyses show that leanness is positively associated with team psychological safety, which is in turn positively associated with learning. Thus, this research provides evidence that leanness – mediated by team psychological safety – increases team learning.Practical implicationsLean changes team dynamics and learning positively by ensuring and promoting an emotionally sound work environment with clear team structures, an appropriate level of autonomy, and strong leadership.Originality/valueThis paper contributes evidence of important psychological mechanisms that characterise team-level lean implementation. Particularly, the authors highlight how team psychological safety mediates the relationship between leanness and team learning.

Exploring Lean HRM Practices in the Aerospace Industry

Lean places people at its core, acknowledging their contribution to the company’s growth and the fundamental role human resources management (HRM) practices play in the success and sustainability of Lean transformations. However, the relationship between HRM practices and Lean remains largely unexplored in the literature. The purpose of this work is therefore to investigate the challenges and contributions of HRM practices in a Lean company, and identify those practices that are required for successful and sustainable Lean implementations. Based on a sample of thirty employees (15 production and 15 office workers) of a Canadian aerospace company who participated in our interviews, we performed a qualitative analysis to identify prominent HRM practices. We found seven HRM practices that are of major importance in the context of Lean (i.e., job security, communication, fairness, supervisor/manager support, training, occupational health and safety, and respect). Our findings show that these practices are equally relevant to both production and office workers, and suggest that managers play a decisive role in implementing these practices, and in providing the right environment to effectively promote workforce commitment.

Beyond the lean manager

Although leadership is consistently found to be the main success factor for lean transformations, our knowledge about how to develop the necessary leadership competences at the level of the individual and the organisation remains limited. Based on an action-research study of lean leadership development in a Norwegian high-tech manufacturer, this article proposes an integrated model for how to develop corporate lean leadership. The model combines earlier research on ‘hard’ versus ‘soft’ leadership competencies and individual versus collective competency development in a two-dimensional framework, which highlights four areas of intervention. We argue that conventional lean leadership training should be supplemented by insights and practices from human resource management and organisational development. Hence, lean professionals (coaches and trainers) should reach out to HR-professionals often organised in different functional departments. The model might guide future practical interventions. We encourage further research to investigate the model with respect to its wider applicability.

Lean implementation in healthcare: offsetting Physicians’ resistance to change

Physicians’ resistance towards Lean is often viewed as an important barrier to its successful implementation in healthcare organisations. However, there exists a dearth of knowledge regarding what influences reactions from physicians towards Lean and what organisations can do about it. This study adopts a behavioural perspective and focuses on the triggers of physicians’ resistance towards Lean. Using longitudinal qualitative data from multiple case studies of Canadian hospitals, 15 behavioural triggers are identified. A cross-case analysis reveals that core-technical and efficiency-driven changes clash with medical professionalism and generate active resistance from physicians, while leadership and familiarity with Lean are linked to championing behaviours that mitigate it. This study provides a deeper understanding of physicians’ behaviours during Lean transformations and the factors that drive resistance. It also provides insight into how organisations can better engage their medical staff in their Lean efforts by focussing on the process of change to offset resistance.

Lean production management system and sustainability of lean transformations

For more than 20 years the enterprises of the Russian Federation have been in- troducing the concept of lean production. The article analyzes the systematic work of the organizations of the Russian Federation to improve the efficiency and competitiveness of production systems through the introduction of tools and methods of lean production; the results of the «Efficient Region» project implemented by the regions in cooperation with «Rosatom» State Corporation and «Increasing labor productivity and supporting employment» national project. A conclusion has been made on the basis of the analysis, and the reasons considered that the growth of interest of enterprises and organizations in lean production is not accompanied by an increase in interest in certification of organizations for compliance with the requirements of the lean production management system. In conclusion, the features and differences of the lean production management system from other management systems have been considered, the main of which is that the philosophy of management of a lean enterprise is SFM (Shop floor Management) «management of business processes from the place of value creation», known both in the world and in Russia, as a goal management system. Its implementation ensures a constant increase in the efficiency of processes due to identifying and elim- inating losses, achieving the proper state of an enterprise according to standardized indicators in the SQDCLME areas: (S (safety), Q (quality), D (delivery), C (costs), L (labor), M (corporate culture), E (environment). The article proposes a comprehensive application of the goal management system and the process approach which is the basis of management system standards developed by an international certification organization. Lean production management including tools and philosophy, values, culture, combined with the integrated application of the goal management system and the process approach, will transform the production culture through the formation of new business thinking and will contribute to the sustainability of the ongoing lean transformations.

Meaningful inhibitors of the lean journey: a systematic review and categorisation of over 20 years of literature

Lean philosophy has been one of the most prominent methodologies of process improvement. Positive results from lean implementations have motivated managers to carry out lean transformations. However, the low success rates, linked to barriers to implement lean are still a challenge, and one of the reasons is the lack of understanding of these inhibitors and enablers. Scholars have investigated barriers that affect the lean journey, some of these barriers overlap and require a meaningful categorisation. Thus, the purpose of this paper is to fill in this gap by providing a review of more than 20 years of literature, and synthesising these barriers into meaningful organisational categories. To achieve this aim, we employed a systematic literature review. Our findings present six meaningful lean barriers, which we categorised into a framework. These barriers have mainly behavioural and organisational aspects (people-dependent), and technical aspects (tool-based). Finally, we derived eight propositions, contributing to knowledge and practice.

Organizational Tools and Cultural Change in the Success of Lean Transformations: Delving Into Sequence and Rhythm

Even if the original seminal authors developed the tools used in lean manufacturing (LM) as inherently culture-dependent, western companies have found a variety of alternatives to implement them. We can simplify them by theoretically identifying two different extreme approaches that in real life are normally combined with diverse intensities: one emphasizes the intrinsically efficient nature of lean tools (lean-toolbox perspective), whereas the other stresses the cultural side (lean-culture perspective). The inappropriate interaction between both approaches has been put at the root of the low success rate of LM in non-Japanese firms. On the one hand, there is no agreement on which sequence to follow regarding managerial tools and cultural change during lean transformation processes. On the other hand, there are also different views on what the correct rhythm should be, since the pace at which organizational tools and cultural transformation occur can also determine the synergies that both can generate. This article synthesizes and compares empirically the different perspectives and tests them in a wide dataset of 1692 North American manufacturing firms. Results suggest that cultural change does not moderate or precede lean transformations, but instead totally mediates the relation between the deployment of tools and enhanced plant performance. These findings not only offer managers a tentative sequence and rhythm in the deployment of lean tools and values but also offer a relevant theoretical byproduct: the integration of Western and Japanese approaches.

An Assessment of Organizational Culture Traits Impacting Problem Solving for Lean Transformation

An organization’s culture is a significant contributor to its success with Lean transformations and structured problem solving practices are essential to achieving continuous improvement. This research focuses on establishing whether a relationship exists between the organization’s culture and the capability of team members to engage in structured problem solving practices. Six hypotheses were formulated based on potential relationships between steps required for structured problem solving, and critical organizational culture traits that influence an organization’s problem solving capabilities. A survey was administered to gather data as are necessary for evaluating the hypotheses. Results indicate there is a positive correlation between organizational cultural traits and the ability of team members to engage in structured problem solving practices for continuous improvement. For all hypotheses, the survey results permitted their rejection. This study examined the relationship between one organizational culture trait and one (or a few) problem solving step(s). It is, however, likely that multiple culture traits affect multiple problem solving steps and vice versa. Further studies to examine such relationships can be very useful to help ascertain how best to develop an organizational culture (traits) to succeed and sustain lean transformations. Study findings can guide organizations in their journey towards Lean transformation by helping identify organizational culture traits that must be promoted. Promoting the desired culture traits can create an environment where team members can engage in structured problem solving effectively to help continuous improvement for Lean transformations. The empirical examination of potential relationships between an organization’s cultural traits and the ability of team members to engage in continuous improvement through the problem solving for lean transformations is lacking. The work presented in this paper helps address that gap.

Carlos Zuleta and Lean

This case tells the story of Carlos Zuleta's philosophies toward Lean transformations in the country of Colombia. First, he describes the transformation at Porvenir, a Colombian private pension fund administrator that applied Lean to reduce the lead time from when a customer became eligible for pension payments to the moment they received their first payment. Then he describes his transition to his own boutique consulting firm, Rewire Colombia, focusing on operational excellence based on Lean principles and tools. A number of Lean success stories and Lean methodologies are described. People development is described in particular detail. The case can be used as an example of applying Lean in service settings in a non-US location. Excerpt UVA-OM-1690 Rev. Feb. 11, 2021 Carlos Zuleta and Lean Carlos Zuleta, a Colombian native, earned his undergraduate degree in business administration from the Universidad de los Andes in 1995. In 2000, he earned an MBA from the Darden School of Business at the University of Virginia. After two years in banking and another two in management consulting at top-tier US firms, Zuleta transitioned to working for a Colombian private pension fund administrator, Porvenirone of the largest companies in the countryfirst as a corporate strategic planner and later as chief operating officer. In September 2018, he left to form Rewire, his own Lean-transformation-focused consulting firm. What follows is Zuleta's story in his own words. Origins . . .

Demystifying lean leadership

PurposeThere is convincing evidence that companies need a special form of leadership to succeed with lean transformations. The general advice for lean leaders, however, is often obvious or unrealistic. The purpose of this paper is to propose and discuss specific lean leadership practices for top-managers, middle managers and front-line managers.Design/methodology/approachIn this conceptual paper, the authors draw on their rich experience from researching, leading and consulting in lean transformations in a large number of firms.FindingsLeaders must adapt lean leadership practices to their hierarchical levels. This paper provides a framework to understand and debate lean leadership at different levels of the organisational hierarchy.Originality/valueThis paper demystifies lean leadership by offering a discussion of specific lean leadership practices at different hierarchical levels. The paper offers a new perspective for researchers studying lean leadership behaviours and contains helpful advice for firms seeking lean transformations.

Formation of the key performance indicators system for lean management of enterprises

The object of research is the elements of the system of key performance indicators (KPI) in their interaction to assess the results of lean changes with a focus on stimulating lean transformations. According to the results of the modeling, critical analysis, logical generalization, the expediency of using lean production methods in the process of forming an integral KPI system and its further practical support is substantiated.According to the results of the application of 5W, methods of critical analysis and scientific information retrieval, the application of criteria for the selection of indicators to the KPI system is proposed:causativeness and causality between indicators and development goals in the current period and in the future;immanence of the indicator time lag to operational improvements and improved financial results;stimulating the direction of the indicator to lean transformation and significance;elimination of indicators with multi-collinear links;exclusion of indicators, which create a conflict of interest.It has been proven that the combination of 5S + 5W + Jidoka + Kaizen will strengthen the validity during the qualitative selection and the inclusion of a specific analytical indicator in the KPI system. Combining SOP + VSM + Visual Management + Kanban will ensure objectivity in the development of internal standards for assessment/analyzing the results and dynamics of lean changes. SMED contribute to the correctness of obtaining results in the process of practical implementation of the existing KPI system in the system of lean enterprise management.According to the results of a systematic and critical analysis, a logical generalization, the importance and feasibility of developing internal standards for assessing/analyzing the results and the dynamics of lean changes have been proved:Regulation on the organization of assessment/analysis of the results and dynamics of lean changes;Methods for assessing/analyzing a specific indicator;Album of unified forms of management reporting;Regulation on the automation of assessment/analysis in the information system.Their annotated content is proposed. This will provide an unambiguous understanding of the KPI system by all stakeholders, reducing the time to generate the required data set and perform calculations. As a result, the purposefulness of developing alternatives for making weighted management decisions with a focus on maintaining an acceptable level of lean transformations and the effectiveness of further development on the basis of lean.

Making it stick on borrowed time: the role of internal consultants in public sector lean transformations

PurposeThe purpose of this paper is to explore the roles of internal lean consultants in western organizations during lean transformation processes and how these roles affect the outcomes of the changes.Design/methodology/approachFindings are based on a qualitative study of four Norwegian public organizations.FindingsCharacteristics of western organizations put internal lean consultants in important roles during the project initiation and change phases. However, consultants have less impact in the last phase of the transformation process while transferring the responsibilities over to line management. The organizations struggle to “make lean stick” due to the distribution of responsibilities between managers and internal consultants.Practical implicationsThe distribution of responsibilities between managers and consultants should be carefully considered in lean transformation processes. Internal lean consultants should serve the managers as teachers and coaches, rather than doing their jobs for them.Originality/valueThe paper contributes with in-depth knowledge of the roles of internal consultants in lean transformation processes, a topic that the literature has left unexplored and undebated.

Cellular and organisational team formations for effective Lean transformations

ABSTRACTTeamwork is considered essential for effective Lean organisations. However, how and why are teams formed during a successful Lean transformation relative to changes in organisational structure? Constructs for variables and factors that influence formation of teams, during and after Lean transformation maturity, were identified. The research employed a purposively sampled case study with three questionnaires, focus groups, interviews and multiple linear regression. Self-directed teams become flow-line or cellular-work teams, supported by dedicated cross-functional teams led by first line managers who run manufacturing cells as small business units. Participation of cellular team members leads to ongoing commitment and continuous improvement within the team leading to restructuring of organisations for effective flow and pull. Cross-functional team activity and self-directed team activities are vital components for successful Lean transformations. Constructive, humble, and common-sense leadership is required for team formations. Future research could investigate literacy coupled with Lean transformations for South African organisations.Abbreviations: TPS: Toyota production system; JSE: Johannesburg stock exchange; SMED: single minute exchange of die; TW: Teamwork; PARTINV: Participation and Involvement; CELFM: Cellular Format – self-directed team activity; LHINT: Level of Horizontal Integration – cross-functional team activity; LOCDM: Locus of Decision-Making – by organisational level; TAG: Taguchi; CTR: Cycle Time Reduction; 5S: Five-S; TPM: Total Productive Maintenance; KAN: Kanban pull; VIS: Visibility; KAIZ: Kaizen; HOSHK: Hoshin Kanri; 7W: Seven wastes; PROB: Problem solving; STAND: Standard work; SPF: One Piece Flow; CM: Cellular Manufacturing; HEIJ: Heijunka; DISTVAL: Value per customer; VSM: Value Stream Mapping; POKJID: Mistake proofing; SMED: One digit exchange of die; POLDEP: Policy Deployment

Diagnostics in lean management system of industrial enterprise

The object of research is methods for diagnosing the elements of the value stream of an industrial enterprise in their interaction, taking into account the focus of the result on minimizing waste in the system of lean management. On the organizational and methodological aspects of diagnostics, it is expedient to consider a rational combination of effective methods, in particular the concept of lean production, the use of which is directed, first of all, to overcoming the crisis situation of the industrial enterprise and also continuous assessment of lean changes and effective transformations, minimization of waste and establishment of reserves for possible reduction of unproductive expenses.Based on the results of the application of the cognitive method and the method of scientific information retrieval, it is established that there is no single approach to the treatment of the essence of diagnostics. But the common position remains the search, identification and identification of problem aspects of the activity and possible prospective tendencies with the purpose of developing alternative options for the best development of the enterprise. Based on the results of the use of critical analysis and logical generalization, it is proposed to consider the diagnostic process through a causative relationship with management functions. This is ensured by the integrated use of a set of expedient methods of lean production within the framework of individual functions.Further development of the interpretation of «diagnostics» is received as a process from the position of mutually fulfilling rational specific lean methods, techniques, means and procedures. The purpose of the diagnostics is identification of external and internal factors in a directed action (assistance/obstruction) to provide value to the customer and forecast the development of an industrial enterprise. It is proved that diagnostics in the management system of an industrial enterprise is expedient to realize through the coordination of management functions (accounting, control, analysis, planning, stimulation). Result are focused on eliminating costs non-value-added, reducing to the minimum allowable level of technologically necessary costs non-value-added, searching for hidden reserves of costs to value-added.

Material flow management of industrial enterprise on lean principles

The material flow is characterized as a component of the value stream, where a material form of production stocks changes to a finished product, while creating value for the consumer. The model of the material flow management of an industrial enterprise on the lean basis is proposed with the use of a process approach (on the basis of a set of agreed interrelated purchase/supply processes, production/processing, sales/consumption), a functional approach and a system approach (using specific lean methods within an individual management function) to ensure lean transformations in the material flow. The relevance of the use of a combination of lean production methods in the implementation of individual management functions (analysis - VSM, 5W, planning and organization - 5S, VSM, SOP, JIT, accounting - VSM, SOP, JIT, Poka-Yoke, control - 5S, VSM, Visual Management, JIT, Jidoka, Andon, SOP, regulation and coordination - VSM, JIT, SOP, Kanban, Heijunka, Kaizen) with the material flow of an industrial enterprise with a focus on continuous improvement of value creation for the consumer. The indicators of the effectiveness of material flow management are proposed, the key ones being: average days-in-inventory (days), level of reliability of suppliers (%), number of permanent suppliers (units), level of attracting new suppliers (%), level of vendor loyalty (%),age of accounts payable (days), average duration of the development of a new product (days), average duration of preparation for the launch of a new product in production (days), average duration of the technological process work hours (hours), average cost and unit cost of production (UAH), material consumption of products (UAH/UAH), material output (UAH/UAH), profit level per UAH of material costs (%), average duration of flow reconfiguration (hours), percentage of rejections for certain types of products (%),cost of rejection repairing (UAH), average duration of one order (hours), average days’ sales uncollected (days), working capital DAYS (day). In order to efficiently manage the material flow, the owners and top management of the manufacturing company need to revise the value stream daily, focusing on the future well-being of key players: suppliers and consumers, ensuring the adoption of joint lean management decisions in the supplier-producer-consumer chain.

Waste in health information systems: a systematic review

PurposeThe purpose of this paper is to discuss a systematic review on waste identification related to health information systems (HIS) in Lean transformation.Design/methodology/approachA systematic review was conducted on 19 studies to evaluate Lean transformation and tools used to remove waste related to HIS in clinical settings.FindingsTen waste categories were identified, along with their relationships and applications of Lean tool types related to HIS. Different Lean tools were used at the early and final stages of Lean transformation; the tool selection depended on the waste characteristic. Nine studies reported a positive impact from Lean transformation in improving daily work processes. The selection of Lean tools should be made based on the timing, purpose and characteristics of waste to be removed.Research limitations/implicationsOverview of waste and its category within HIS and its analysis from socio-technical perspectives enabled the identification of its root cause in a holistic and rigorous manner.Practical implicationsUnderstanding waste types, their root cause and review of Lean tools could subsequently lead to the identification of mitigation approach to prevent future error occurrence.Originality/valueSpecific waste models for HIS settings are yet to be developed. Hence, the identification of the waste categories could guide future implementation of Lean transformations in HIS settings.

Simulation Game for Lean Leadership – Shopfloor Management Combined with Accounting for Lean

The Technology Centre PULS (Production and Logistics Systems) operates a learning factory for application-related research and education in the areas of Lean Production, Accounting for Lean as well as Industry 4.0. The main didactic approach for teaching and training is simulation games. Lean Production is accepted as the benchmark for a high efficient production. Nevertheless, the results of Lean transformations often lack behind the expectations. Experts consider that Lean initiatives need to enlarge their focus. Therefore, the simulation game described in this paper points out the need for shopfloor management in combination with the new field of Accounting for Lean.