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Lean behaviors

M.L. Emiliani (Managing Director of Lean Behaviors LLC,Wethersfield, CT, USA)

Management Decision

ISSN: 0025-1747

Article publication date: 1 November 1998

14400

Abstract

Seeks to extend the traditional understanding of productivity by more closely coupling task and behavioral elements of work within the bounds of 1890s mass production principles and 1990s lean production principles. Comparisons are made between common batch and queue manufacturing methods and the typical behaviors exhibited by people in the workplace which are known to be deficient in their ability to establish trust and gain commitment. A new model for leadership and organizational behavior based upon the philosophy and practice of lean production is presented, and contains concrete symbols rooted in behavioral science, philosophy, economics, and industrial engineering. The practice of lean behaviors is shown to be an essential element for producing healthy work environments that can lead to economic growth, as well as help businesses sustain efforts to become lean producers. The principal focus is on how individuals can consistently behave in ways that create value, with the goal of eliminating waste in both intra‐ and interpersonal relationships. Also included are guidelines to facilitate the selection and development of people that possess basic capabilities for eliminating waste in their thoughts and actions.

Keywords

Citation

Emiliani, M.L. (1998), "Lean behaviors", Management Decision, Vol. 36 No. 9, pp. 615-631. https://doi.org/10.1108/00251749810239504

Publisher

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MCB UP Ltd

Copyright © 1998, Company

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