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Article
Publication date: 26 April 2018

Marte Daae-Qvale Holmemo, Daryl John Powell and Jonas A. Ingvaldsen

The 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…

Abstract

Purpose

The 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/approach

Findings are based on a qualitative study of four Norwegian public organizations.

Findings

Characteristics 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 implications

The 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/value

The 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.

Details

The TQM Journal, vol. 30 no. 3
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 19 June 2017

John Powell

Abstract

Details

Reference Reviews, vol. 31 no. 5
Type: Research Article
ISSN: 0950-4125

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Article
Publication date: 18 May 2020

Daryl John Powell and Paul Coughlan

This paper investigates developing a learning-to-learn capability as a critical success factor for sustainable lean transformation.

Abstract

Purpose

This paper investigates developing a learning-to-learn capability as a critical success factor for sustainable lean transformation.

Design/methodology/approach

This research design is guided by our research question: how can suppliers learn to learn as part of a buyer-led collaborative lean transformation? The authors adopt action learning research to generate actionable knowledge from a lean supplier development initiative over a three-year period.

Findings

Drawing on emergent insights from the initiative, the authors find that developing a learning-to-learn capability is a core and critical success factor for lean transformation. The authors also find that network action learning has a significant enabling role in buyer-led collaborative lean transformations.

Originality/value

The authors contribute to lean theory and practice by making the distinction between learning about and implementing lean best practices and adopting a learning-to-learn perspective to build organisational capabilities, consistent with lean thinking and practice. Further, the authors contribute to methodology, adopting action learning research to explore learning-to-learn as a critical success factor for sustainable lean transformation.

Details

International Journal of Operations & Production Management, vol. 40 no. 7/8
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 21 July 2022

Henrik Saabye and Daryl John Powell

This paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational…

Abstract

Purpose

This paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0.

Design/methodology/approach

An insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX.

Findings

The findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn).

Originality/value

First, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.

Details

International Journal of Lean Six Sigma, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 4 March 2022

Jamila Alieva and Daryl John Powell

The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in…

2973

Abstract

Purpose

The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste.

Design/methodology/approach

This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation.

Findings

The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees.

Practical implications

Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste.

Originality/value

This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.

Details

International Journal of Lean Six Sigma, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 22 August 2022

Matteo Rossini, Daryl John Powell and Kaustav Kundu

Even though the integration of Lean Supply Chain Management (LSCM) and Industry 4.0 (I4.0) technologies is relatively recent, it has been receiving a lot of attention…

Abstract

Purpose

Even though the integration of Lean Supply Chain Management (LSCM) and Industry 4.0 (I4.0) technologies is relatively recent, it has been receiving a lot of attention. Partly because it is a recent field of practise and research and partly because the number of works developed in this field has grown rapidly, it is important to frequently update the perspectives on this field of investigation. Thus, this study aims to review the integration between LSCM and I4.0 analysing relationship at operative, tactical and strategic levels.

Design/methodology/approach

Systematic literature review was conducted to identify and explain the integration of LSCM and I4.0 from scientific sources that were published before March 2021.

Findings

The analysis of the literature revealed the level of integration of LSCM and I4.0 is present at different managerial levels. Moreover, when the integration is detailed at different managerial levels, it appears that LSCM paves the way for the adoption of I4.0 at a strategic level, while I4.0 technologies promise to enhance LSCM practices at the operational level.

Research limitations/implications

The main contribution of this study is the framework which shows that LSCM paves the way for the adoption of I4.0 at a strategic level, while I4.0 technologies promise to enhance LSCM practices at the operational level.

Originality/value

This study develops a new perspective of the articles published under the thematic of LSCM and I4.0. Additionally, it proposes a framework of analysis that can be used by future researchers. Finally, it shows the most recent implementations of LSCM and I4.0, exposing the current trends, improvements and also the main gaps.

Details

International Journal of Lean Six Sigma, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 2 September 2019

Torbjørn H. Netland, Daryl John Powell and Peter Hines

There 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…

Abstract

Purpose

There 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/approach

In this conceptual paper, the authors draw on their rich experience from researching, leading and consulting in lean transformations in a large number of firms.

Findings

Leaders 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/value

This 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.

Details

International Journal of Lean Six Sigma, vol. 11 no. 3
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 24 January 2020

Martin Rudnick, Jan Riezebos, Daryl John Powell and Annika Hauptvogel

A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers…

Abstract

Purpose

A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers to integrated product-service systems (PSS) providers. The after-sales services may benefit from a lean approach to effectively integrate usage data of the installed product base. This paper aims to develop a lean servitization canvas to open-up possibilities for additional revenue streams for organizations in the after-sales market.

Design/methodology/approach

This paper develops and proposes the use of a lean servitization canvas for effective after-sales services by drawing on insights from two industrial cases where physical goods are produced and serviced. Both cases are within the train maintenance and rail infrastructure sector in Central Europe. Based primarily on a literature review, a lean servitization canvas has been developed and further validated in the case studies.

Findings

The paper shows how value can be achieved for providers of integrated PSS by adopting the lean servitization canvas.

Research limitations/implications

The research focuses on industrial services for high-capital goods in the rail and infrastructure sectors. This can be seen as a limitation of the research, as the lean servitization canvas has not yet been tested in other sectors.

Practical implications

For companies, the use of a lean approach to servitization integrates primary processes and after-sales services and offers new opportunities to develop business.

Originality/value

This paper provides insights into how the current product range and customer base of a company may be included in an after-sales business model that benefits from a lean approach.

Details

International Journal of Lean Six Sigma, vol. 11 no. 5
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 1 March 1998

On 12th March, 1998 the Financial Services Authority (FSA) issued Consultation Paper 7 ‘Pension transfers and opt outs review phase 2’ which addresses the next phase of…

Abstract

On 12th March, 1998 the Financial Services Authority (FSA) issued Consultation Paper 7 ‘Pension transfers and opt outs review phase 2’ which addresses the next phase of the pensions review and redress programme begun in 1994. The second phase of the review will focus on younger investors — those who are still 15 years away from retirement. The proposed approach for phase 2, on which the FSA and PIA are consulting, is that, with one important exception, the key stages of the review as set out in the 1994—95 programme (information gathering, loss test, compliance test, causation test and redress) will remain unchanged.

Details

Journal of Financial Regulation and Compliance, vol. 6 no. 3
Type: Research Article
ISSN: 1358-1988

Book part
Publication date: 7 November 2018

Daniel B. Cornfield, Jonathan S. Coley, Larry W. Isaac and Dennis C. Dickerson

As a site of contestation among job seekers, workers, and managers, the bureaucratic workplace both reproduces and erodes occupational race segregation and racial status…

Abstract

As a site of contestation among job seekers, workers, and managers, the bureaucratic workplace both reproduces and erodes occupational race segregation and racial status hierarchies. Much sociological research has examined the reproduction of racial inequality at work; however, little research has examined how desegregationist forces, including civil rights movement values, enter and permeate bureaucratic workplaces into the broader polity. Our purpose in this chapter is to introduce and typologize what we refer to as “occupational activism,” defined as socially transformative individual and collective action that is conducted and realized through an occupational role or occupational community. We empirically induce and present a typology from our study of the half-century-long, post-mobilization occupational careers of over 60 veterans of the nonviolent Nashville civil rights movement of the early 1960s. The fourfold typology of occupational activism is framed in the “new” sociology of work, which emphasizes the role of worker agency and activism in determining worker life chances, and in the “varieties of activism” perspective, which treats the typology as a coherent regime of activist roles in the dialogical diffusion of civil rights movement values into, within, and out of workplaces. We conclude with a research agenda on how bureaucratic workplaces nurture and stymie occupational activism as a racially desegregationist force at work and in the broader polity.

Details

Race, Identity and Work
Type: Book
ISBN: 978-1-78769-501-6

Keywords

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