Search results

1 – 10 of over 9000
To view the access options for this content please click here
Article
Publication date: 4 September 2017

Guilherme Tortorella, Diego Fettermann, Michel Anzanello and Rapinder Sawhney

The purpose of this paper is to empirically examine the relationship between the behavioral orientation of leaders from different hierarchical levels and the…

Abstract

Purpose

The purpose of this paper is to empirically examine the relationship between the behavioral orientation of leaders from different hierarchical levels and the implementation phase of the lean manufacturing (LM) roadmap. In addition, it also aims at analyzing the influence of inherent contextual variables related to leadership.

Design/methodology/approach

The proposed method relies on both qualitative and quantitative approaches, since it combines and numerically assesses the results of semi-structured interviews with lean experts, in addition to evaluating a cross-sectional survey with 225 leaders from different Brazilian companies that are undergoing LM implementation.

Findings

The findings support the existence of a transient leadership style along the LM implementation, which is evidenced in terms of task and relation orientation and may vary according to the hierarchical level. Furthermore, the context does matter with regard to leadership style orientation along the LM roadmap phases, although not all variables matter to the same extent.

Originality/value

LM implementation is about changing both technical and socio-cultural aspects, which can be seen as the essence of leadership. The relevant question that arises is whether leaders’ behaviors from different hierarchical levels should be adapted according to the maturity of LM implementation and the contextual variables that surround leadership.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

To view the access options for this content please click here
Article
Publication date: 6 June 2016

Shannon Flumerfelt, Anabela Carvalho Alves, Celina Pinto Leão and Dennis L. Wade

This paper aims to assess the needs for a lean continuous improvement professional certificate and/or lean leadership cognate for a Doctorate of Education in leadership

Abstract

Purpose

This paper aims to assess the needs for a lean continuous improvement professional certificate and/or lean leadership cognate for a Doctorate of Education in leadership focused in three main research questions: “What do organizational leaders need from a Lean graduate programming?”; “What are the preferable methods of delivery for Lean teaching/learning?” and “What are the main learner outcomes and do how these impact organizational and continuous improvement outcomes?”

Design/methodology/approach

A survey to 37 organizational leaders in a North-American state was conducted via telephone and email that were returned to the researcher. The survey was designed to target a solid cross-section of organizational decision makers in regard to the need for and type of lean training desired, if at all, for employees. Using a mixed methods approach, the survey was designed to collect both qualitative and quantitative information.

Findings

Respondents indicated that lean continuous improvement thinking and lean process-project management were most the desirable content options. The method of delivery was not as clear with on-ground and online relying on job-embedded, project-based methods as most desirable approaches. Learner outcomes of mastery of lean content along with the ability to impact organizational and continuous improvement outcomes were favored.

Originality/value

Lean leadership education is valued learning by organizational leaders. As so, higher education institutions must be aware of matching better organizational needs with learning experiences. This paper presents a survey that intended to do this in an original way.

Details

European Journal of Training and Development, vol. 40 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

To view the access options for this content please click here
Article
Publication date: 9 July 2018

Kok Liang Loh, Sha’ri Mohd Yusof and Dominic H.C. Lau

Literature has shown that many companies fail lean implementation or is not able to sustain lean for a long time. Researchers have found that lean failures are associated…

Abstract

Purpose

Literature has shown that many companies fail lean implementation or is not able to sustain lean for a long time. Researchers have found that lean failures are associated with leadership, which is a key factor. However, it is not easy and a long time is needed to change the leadership, behaviour and traits. This study aims to introduce the Blue Ocean Leadership concept to address this issue.

Design/methodology/approach

A literature review is carried for articles related to critical success factors for Lean and Lean Six Sigma with a focus on leadership factors.

Findings

The Blue Ocean Leadership concept focuses on leaders’ acts and activities which can be changed with less effort and time. Seven categories of lean activities for leaders are identified.

Research limitations/implications

Leadership is one of the many factors for the success of lean implementation. This conceptual study focuses only on leadership and it needs further field study for validation.

Practical implications

Blue Ocean Leadership provides lean practitioners and academicians with a new perspective for successful lean implementation.

Originality/value

To the best knowledge of the researcher, there is no similar study in this area. Thus, the finding can form the basis for further research for the benefit of lean communities, especially the small- or medium-sized enterprises with less cost and time.

Details

International Journal of Lean Six Sigma, vol. 10 no. 1
Type: Research Article
ISSN: 2040-4166

Keywords

To view the access options for this content please click here
Article
Publication date: 15 February 2021

Mohammad Alnadi and Patrick McLaughlin

This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation.

Abstract

Purpose

This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation.

Design/methodology/approach

The published literature that relates to leadership and Lean Six Sigma has been included. A thematic analysis was conducted on the previous literature which helped in identifying the relevant aspects and associating the behaviours with specific aspects.

Findings

After analysing the literature, seven key aspects have emerged: communication, culture of continuous improvement, coaching and developing employees, creating vision and aligning goals, employee motivation, employee empowerment and leadership commitment and support. The main leadership behaviours that facilitate and support Lean Six Sigma implementation have been summarised.

Originality/value

Thematic analysis in this field is scarce, so identifying the leadership behaviours’ themes can help researchers in developing a framework of leadership behaviours. Organisations and practitioners of Lean Six Sigma can take into consideration these behaviours as a key to the successful implementation of Lean Six Sigma. They can adjust their behaviours and know the behaviours that need to be developed amongst leaders. This would facilitate the Lean Six Sigma journey by overcoming the challenges that face practitioners during Lean Six Sigma implementation.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 19 May 2020

André Seidel and Tarcisio Abreu Saurin

Although leadership in lean systems is influenced by context, the mechanisms linking contextual factors (CFs) to leadership have not been explored. This study aims to…

Abstract

Purpose

Although leadership in lean systems is influenced by context, the mechanisms linking contextual factors (CFs) to leadership have not been explored. This study aims to present a framework for analyzing how context influences lean leadership competencies (LLCs).

Design/methodology/approach

The framework’s design was based on insights from literature and refined through an empirical study of a large manufacturing plant formally committed to lean. The evolution of CFs over time was monitored in this study, allowing for analyzing how these triggered the need for using LLCs.

Findings

The framework proved to be useful for as follows: the assessment of LLCs in different hierarchical levels; the analysis of how CFs and LLCs interact in specific “leadership events”; and the identification of improvement opportunities for supporting leadership. Four design propositions emerged from the empirical study, offering complimentary guidance for using the framework.

Research limitations/implications

The framework was tested in one company, and therefore generalizations about its effectiveness need further applications.

Practical implications

The framework may be used fully or partly by practitioners. For instance, the assessment of LLCs can be used as a standalone tool according to the specific needs of practitioners. Also, by producing rich descriptions of LLCs and CFs, the framework may inform lean leadership development programs.

Originality/value

The framework allows for a systematic analysis of how a broad range of CFs influence LLCs, thus operationalizing an idea that so far has been discussed mostly on a theoretical level.

Details

International Journal of Lean Six Sigma, vol. 12 no. 2
Type: Research Article
ISSN: 2040-4166

Keywords

To view the access options for this content please click here
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

Keywords

To view the access options for this content please click here
Article
Publication date: 17 July 2018

Daniela Maria da Costa Nogueira, Paulo S.A. Sousa and Maria R.A. Moreira

The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the…

Abstract

Purpose

The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the impact of the transactional, transformational, directive and empowering leadership styles on the success of such an implementation in Portuguese companies, and what are the most important leaders’ attributes.

Design/methodology/approach

An on-line questionnaire was distributed to 65 manufacturing and services Portuguese organizations that have implemented LM.

Findings

The results suggest that the empowering leadership style has a positive impact on the success of LM implementation. Even though results do not allow concluding about the impact of the other styles, several leader’s attributes were identified as having influence: individualized consideration, information sharing, skill development, intellectual stimulation, assigned goals and self-directed decision making.

Originality/value

Very few studies have addressed the role of leadership in the success of adopting LM and, to the best knowledge, only one paper studied the critical attributes of leaders in LM implementation. Moreover, the present study focuses in Portugal, country where this topic has rarely been investigated.

Details

Leadership & Organization Development Journal, vol. 39 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

To view the access options for this content please click here
Article
Publication date: 16 May 2016

Lisa van Rossum, Kjeld Harald Aij, Frederique Elisabeth Simons, Niels van der Eng and Wouter Dirk ten Have

Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the…

Abstract

Purpose

Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the implementation of change initiatives due to an implementation gap: the gap between strategy and execution. From a change management perspective, the purpose of this paper is to increase scientific knowledge regarding factors that diminish the implementation gap and make the transition from the “toolbox lean” toward an actual transformation to lean healthcare.

Design/methodology/approach

A cross-sectional study was executed in an operating theatre of a Dutch University Medical Centre. Transformational leadership was expected to ensure the required top-down commitment, whereas team leadership creates the required active, bottom-up behavior of employees. Furthermore, professional and functional silos and a hierarchical structure were expected to impede the workforce flexibility in adapting organizational elements and optimize the entire process flow.

Findings

The correlation and regression analyses showed positive relations between the transformational leadership and team leadership styles and lean healthcare implementation. The results also indicated a strong relation between workforce flexibility and the implementation of lean healthcare.

Originality/value

With the use of a recently developed change management model, the Change Competence Model, the authors suggest leadership and workforce flexibility to be part of an organization’s change capacity as crucial success factor for a sustainable transformation to lean healthcare.

Details

Journal of Health Organization and Management, vol. 30 no. 3
Type: Research Article
ISSN: 1477-7266

Keywords

To view the access options for this content please click here
Article
Publication date: 20 November 2017

André Seidel, Tarcísio Abreu Saurin, Giuliano Almeida Marodin and José Luis Duarte Ribeiro

The purpose of this paper is to define the individual leadership competencies that are necessary to implement and sustain lean systems, based on a multi-method approach.

Abstract

Purpose

The purpose of this paper is to define the individual leadership competencies that are necessary to implement and sustain lean systems, based on a multi-method approach.

Design/methodology/approach

Data collection involved a literature review of lean competencies, interviews with four experts from the university and the industry, and an empirical survey answered by 91 respondents, who represented companies from several sectors. These techniques provided a mix of qualitative and quantitative data, which set a basis for identifying a list of competencies and discussing its validity.

Findings

In total, 16 lean leadership competencies were identified and validated, in terms of content validity, face validity, and predictive validity. Regarding this latter validity type, the survey results indicated that the competencies are positively associated with key operational performance indicators, organizational maturity level of lean, and leaders’ experience with lean systems.

Practical implications

The identified list of competencies may be a basis for the development of formal lean leadership development programs. The list may also support the design of tools for assessing the competencies of leaders in lean companies.

Originality/value

A list of 16 lean leadership competencies was developed based on a verifiable research method that used a mix of data collection techniques. This methodological approach is a distinctive characteristic in comparison with earlier studies, which did not include an empirical validation of the competencies.

Details

Management Decision, vol. 55 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 24 January 2019

Piyachat Burawat

The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and…

Abstract

Purpose

The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance.

Design/methodology/approach

The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview.

Findings

The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision.

Research limitations/implications

The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance.

Originality/value

The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

Details

International Journal of Quality & Reliability Management, vol. 36 no. 6
Type: Research Article
ISSN: 0265-671X

Keywords

1 – 10 of over 9000