TITLE

'Lean' is a Cultural Issue

AUTHOR(S)
Atkinson, Philip
PUB. DATE
June 2010
SOURCE
Management Services;Summer2010, Vol. 54 Issue 2, p35
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article discusses the main issues related to cultural change in the context of lean manufacturing. It briefly describes the nature and history of lean manufacturing which, according to the author, is misled by many wrong notions. It contends that the best way to introduce the strategic tool is growing it from the culture, not be imposed on it. It also emphasizes that change is a behavioral, emotional, and political process that encourages acceptance, not contesting resistance. It offers an example of successful implementation of lean strategy by citing a case study of a U.S.-based vehicle industry which focused on culture-first approach. It also suggests guidelines designed to effectively introduce Lean and asserts the importance of creating the right corporate culture.
ACCESSION #
52349895

 

Related Articles

  • Lean Done Right. Zidel, Thomas G. // Lean Done Right;4/27/2013, p1 

    In Lean Done Right, Thomas G. Zidel argues that ineffective approaches to Lean also can be found in many healthcare organizations today. He is concerned that hospitals and other healthcare organizations are wasting time and resources on improper Lean implementations when they could be getting it...

  • Executive S&OP Implementation - Do It Right. Mansfield, Amy // Foresight: The International Journal of Applied Forecasting;Fall2012, Issue 27, p35 

    The article offers guidelines on the proper implementation of the Executive Sales and Operations Planning (S&OP). It notes that Executive S&OP is a widely acknowledged business process used effectively by organizations; its successful implementation is just the beginning of a well-versed, more...

  • UNLEASHING LEAN'S POTENTIAL, ONE BEHAVIOR AT A TIME. Searcy, DeWayne L. // Strategic Finance;Jan2012, Vol. 93 Issue 7, p41 

    The article discusses lean production strategy. A discussion of how and why two sister companies were successful in changing their organizational culture to welcome innovation and in implementing lean strategies is presented. Topics include the five lean success layers, improvements from lean...

  • 'Lean' doesn't always mean less. Ross Jr., John L. // Plant Engineering;Jun2008, Vol. 62 Issue 6, p28 

    The author reflects on the implication of lean maintenance in the manufacturing industry in the U.S. He states that professional plant leadership understands that lean maintenance has nothing to do with reducing maintenance resources but it is something that emphasizes the value-added nature of...

  • INTERACTING LOCALLY AND EVOLVING GLOBALLY: A COMPUTATIONAL APPROACH TO THE DYNAMICS OF ORGANIZATIONAL POPULATIONS. LOMI, ALESSANDRO; LARSEN, ERIK R. // Academy of Management Journal;Oct96, Vol. 39 Issue 5, p1287 

    We present a computational model of organizational evolution according to which the global dynamics of organizational populations emerge from simple rules of local interaction among individual organizations. Under a variety of simulated evolutionary conditions, the model's behavior is in...

  • Strategic Intent: A Key to Business Strategy Development and Culture Change. Ice, James W. // Organization Development Journal;Winter2007, Vol. 25 Issue 4, pP169 

    In 2002, Respironics, Inc. was at a turning point in its history. Changing market conditions, increased regulation and growing competition prompted executive management to commission a project to develop a sustainable business strategy capable of delivering consistent and predictable growth....

  • Strategies Toward Political Pressures: A Typology of Firm Responses. Fischer, David W. // Academy of Management Review;Jan1983, Vol. 8 Issue 1, p71 

    Growth management strategies can fall, sometimes from lack of integrating political impacts into a firm's dominating market Ideas. This paper outlines a set of responses for a firm confronted with external demands for change. The firm's product and its Impact constitute a connected environment...

  • What Lean Really Means. Albert, Mark // Modern Machine Shop;Aug2009, Vol. 82 Issue 3, p12 

    In this article the author discusses the changes and transformation in lean manufacturing. The author characterized lean manufacturing as redirecting a company's focus as part of its strategy to enhance customer value based on established principles and techniques. The author added that lean...

  • Leading Culture Change in Global Organizations. Denison,, Daniel; Hooijberg, Robert; Lane,, Nancy; Lief, Colleen // Leading Culture Change in Global Organizations; 

    Leading Culture Change in Global Organizations, written by management consultant Daniel Denison and his colleagues, focuses on how organizational leaders can use culture as a major lever in creating and managing change. Culture is primary in creating organizational value, and Denison’s...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics