Maturing the lean capability of front-line operations supervisors

Abstract

Purpose

Research has shown that one of the reasons lean transformations fail is inadequate lean knowledge of supervisors. The purpose of this paper is to discuss the development of a lean training program for front-line manufacturing supervisors to provide them with the knowledge needed to engage their teams in daily continuous improvement.

Design/methodology/approach

A literature review was conducted on best practices in training design for positive transfer. Action research using qualitative methodologies was used to develop and pilot a new lean leadership training program for supervisors at one site within a case study company. The pilot was evaluated and continuously improved for future waves of training, consistent with action research, lean philosophies and training best practices.

Findings

Employee engagement has dramatically increased since the training class began and the number of lean improvements implemented in Operations at the case study company has increased 160 per cent. Manufacturing lead-time has also been reduced by more than 30 per cent. Because of the positive results from the training, it has been expanded at the pilot site and spread to other sites within the case study company.

Research limitations/implications

As with any case study, one must take care when attempting to generalize findings beyond the case being examined. However, the pilot training program was successfully extended to several sites across different business segments of the case study company, increasing the likelihood that similar results may apply in other cases.

Originality/value

The case provides empirical evidence of the development of an effective training program to mature the lean capability of supervisors. Other companies seeking to provide training to develop front-line lean leaders can benefit from the lessons learned from the case study.

Citation

Sisson, J.A. (2019), "Maturing the lean capability of front-line operations supervisors", International Journal of Lean Six Sigma, Vol. 10 No. 1, pp. 2-22. https://doi.org/10.1108/IJLSS-02-2017-0016