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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.

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.

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.

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.

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.

The aim of this study is to investigate the outcomes of a leading Swedish truck maker (referred to as “TruckCo” for confidentiality reasons) providing lean training to its strategic suppliers.

A single in-depth case study is conducted, using on-site semi-structured interviews with representatives from TruckCo and its suppliers for data collection.

The lean training program resulted in four main outcomes. First, financially unstable suppliers were less receptive to the lean training program than financially stable suppliers. Second, the suppliers became easier to collaborate with over time, through improving their internal ways of working and thus creating more trust in terms of reliability. Third, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Fourth and finally, the suppliers improved their delivery precision.

One limitation of this study is that its findings are based on a single in-depth case study. Another limitation is that all the involved companies originate from Sweden. These limitations should be considered in attempts to replicate or further test the reported findings.

This study provides insights into how a manufacturer can teach lean management to suppliers, and how suppliers can be involved in a manufacturer's journey towards a leaner supply chain. Furthermore, the study reflects more generally on the potential outcomes of a manufacturer providing lean training to suppliers.

This study highlights both TruckCo's and the suppliers' view of the outcomes of the lean training program and discusses how different suppliers adopt the taught lean practices. Avenues for future research are proposed as well.

This paper aims to study the challenge of transferring knowledge among product development processes of an research and development department and other departments of the organization. To have a more concise focus on this broad field and having a lean perspective, this paper aims to analyse and identify how the cross-training employee lean tool affects the knowledge transfer processes in the previously mentioned departments.

This paper bases its research on a valid theoretical framework which is built to develop an explorative perspective that allows the authors to create and interpret the data collected from the companies through interviews. The paper uses a qualitative perspective by using the expertise of the companies not only to validate and draw conclusions from the studied theoretical framework but also to look beyond it.

The companies agree that the implementation of the cross-training employee lean tool will have a positive effect on the knowledge transfer processes in the organizations. Other important advantages that are detected are that this lean tool broadens the knowledge and the competences of employees, and that it helps the company to manage the tacit knowledge. However, some unexpected drawbacks such as the lack of metrics for measuring the knowledge transfer and the strictness of this lean tool were also found.

No previous research exists that analyses the effect of cross-training lean tool in knowledge transfer processes. This paper identifies such a gap in the literature and is used as the starting point to motivate the use of this tool to improve knowledge transfer processes due to the positive effects of it.

The purpose of this paper is to identify workplace factors with an impact on lean performance (LP). This can lead to better LP outcomes, thus facilitating organizations to smoothly move from the conventional to lean management.

The direct effects of training, knowledge acquisition and organizational culture are empirically investigated using data from 126 managers employed at a global company, which recently has improved its LP. Study’s hypotheses were analyzed with hierarchical regression models.

The findings suggest that not all of the aforementioned workplace factors holistically affect LP. Only organizational culture is associated to the four LP variables (i.e. continuous improvement, waste, ergonomy and product quality). Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, has significant yet negative impact on both continuous improvement and ergonomy. Even more, when training is combined with knowledge acquisition the results are different.

As this study highlights the impact of workplace practices on LP, attributes mainly importance to the distinct effects that each of the aforementioned factors has on the four distinct LP variables. Although the study results reflect a particular case, its recommendations could facilitate practitioners to achieve better lean outcomes.

This study aims to explore how placement of lean practices (removal of waste from all areas of an organization’s value stream) (Worley and Doolen, 2006) within different organizational strategic contexts can affect the factors that lead to lean implementation success.

The authors use empirical data to examine how strategy affects various factors that are identified as prerequisites for successful lean implementation. Specifically, this study uses Venkatraman’s (1998) measures to examine various types of strategy within organizations, how they correlate with both the workers’ mindset (perceived job security and perceived personal benefits of lean) and the processes in implementation (training on lean concepts and techniques).

Findings indicate that a relationship exists between strategy and factors needed for lean implementation success. Perceived job security had a positive relationship with all four types of strategies examined (proactiveness, defensiveness, analysis and futurity) (Venkatraman, 1998). Moreover, perceived personal benefits of lean had a positive relationship with futurity but negative relationships with proactiveness and defensiveness strategies. Finally, training on lean concepts and techniques was positively related to analysis and futurity strategies but negatively related to proactiveness strategy.

The authors’ research illustrates the positive impact of aligning lean with strategy. This topic may be of particular interest to executives, especially middle managers, looking to improve firm performance.

The purpose of this paper is to explore the possibilities for expansive learning during organisational change. It considers the introduction of “lean production” as a disturbance to the existing work practices.

The paper considers two case studies of “lean production” training with production workers in manufacturing firms. Data for the study consisted of semi-structured interviews, observations of workers during work and training. Engeström’s third-generation cultural historical activity theory was used as the key theoretical tool for analysis.

The study found that the introduction of and training for “lean production” did not lead to expansive learning. The training did not afford spaces to address the fundamental contradictions between the “earning a living” and ”productivity” motives of work.

Further research on the different kinds of “spaces” for learning could lead to greater insights into the affordances of expansive learning in workplaces. In particular, the concept of “third space” is useful in such an endeavour.

Training designed to increase productivity could integrate more discussions about what workers themselves should expect to gain from increased productivity.

The paper presents a critical perspective on recent case studies of workplace training at a time when workforce development and “lean production” are uncritically promulgated as beneficial. It highlights the opportunities that exist for critical educators to make interventions in the interests of the workers.

Using Lean Six Sigma (LSS) implementation literature as an organising framework, the purpose of this paper is to explore the initial steps in a continuous improvement (CI) journey taken by an Irish university in order to identify the motivations, highlight key challenges and considers the capabilities required to initiate and sustain a CI programme.

This study focusses on one case organisation. A participative approach is adopted to learn from the initial steps taken in the establishment of a CI programme. Given this approach, the researchers had access to all documents and related archives associated with this initiative. Hence an iterative learning approach is adopted with the analysis of data from the first 12-month plan informing the next planning and implementation phase.

This paper provides a reflective account of why and how a university went about commencing a CI programme. The motivation to establish the CI programme not only reflects the current fiscal environment but also one characterised by a need to respond to a number of increasingly demanding stakeholders. The insights gained highlight the importance of alignment with strategy, role of specialists and use of a structured method informed by a LSS approach. Of particular note is the role of expertise, both internal and external, and within this context the interplay between a formal top-down approach and the coming together enthusiast staff, some of whom had CI experience from previous employment. A number of practical implications were identified as a result of the study including the key role of the project sponsor; the criticality of an understanding of the fundamental LSS concepts and tools and techniques by management; and the key role played by improvement specialists.

While in recent times a strong case for the application of LSS in HEIs has been made, there is a paucity of case studies based on the reflective practice in the field. This paper is novel in that it aims to address this and contribute to an emerging body of CI literature in the HEI area.

Lean principles are applied in manufacturing and service industries extensively, but its successful application in the printing industry has been poor. The purpose of this paper is to explore the factors that impede the uptake of lean in the printing industry.

Qualitative case study research methods were used to explore success factors and barriers to implementing lean in printing by interviewing two managers and three employees at each of two printing firms that had implemented lean to different degrees.

A number of critical success factors and barriers to implementing lean are identified. Success factors include practitioners’ understanding of lean philosophy, principles and methods, management leadership and commitment, upfront training in lean and effective communication.

The work contributes to empirical research on implementing lean in the printing industry. This research identified critical success and failure factors in implementing lean in this industry. Management knowledge, commitment, and support emerged as key factors. A theoretical framework is provided that proposes relationships of causality for the successful implementation of lean in this industry.

Application of operations management in healthcare is particularly promising to improve the overall organisational performance, although the Italian system is behind in introducing related techniques and methods. One of the recent experiments in healthcare is the implementation of “Lean Thinking”. The purpose of this paper is to investigate which exogenous forces are driving knowledge transfer on Lean, both in the private and public healthcare sectors.

Informed by institutional sociology (DiMaggio and Powell, 1983; Powell and DiMaggio, 1991), the paper builds on the case study methodology (Yin, 2013) to elucidate the environmental pressures that are encouraging the adoption of Lean thinking by Italian hospitals and Local Health Authorities.

The study highlights the economic, coercive, mimetic and normative pressures that are triggering the adoption of Lean thinking in the Italian National Health System (INHS). At the same time, the authors reveal the pivotal importance and innovative roles played by diverse prominent key-actors in the different organisations investigated.

Considering that little is known to date regarding which exogenous forces are driving the transfer of knowledge on Lean, especially in the public healthcare sector, the paper allows scholars to focus on patterns of isomorphic change and will facilitate managers and policy makers to understand exogenous factors stimulating the transfer of Lean thinking and the subsequent innovation within health organisations and systems.

The purpose of this paper is to capture challenges faced and lessons learned when implementing Lean in higher education.

During 2010-2014, faculty, staff, and administration from three community colleges and four four-year universities attended Educational Lean workshops. Semi-structured interviews were conducted with the administrators who originally sought the training opportunity or their designee who coordinated Lean events.

The paper provides insights from seven colleges and universities who have experience with implementing Lean in higher education. Organizational and personal elements are identified and discussed along with seven critical reflection questions to consider before implementing Lean.

Further research is needed to understand the role of the senior leadership team when implementing Lean as a continuous improvement strategy. This research provides some insight, but is limited to the factors identified by the seven institutions.

The findings of this study can be used to assist higher education institutions considering a Lean initiative. Critical reflection questions include: Who will oversee the Lean initiative? How will human and financial resources be allocated? When and how will professional development opportunities be offered for senior leaders, facilitators, and employees? How will facilitators continue to develop their skills? How will projects be selected? How will Lean thinking be introduced into academic departments?

This provides original research in the area of implementing Lean in higher education and its concurrent challenges.