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1.11. Lean and Agile Operations
Kaizen Event Process Quality through Awareness of Group-members’ Personal Problem-solving Styles
University of Twente, Netherlands, The
In this mixed-method intervention study, we explored a way to optimise Kaizen Events. Given that such events require high-quality group processes, we assumed that they come about through group members’ characteristics and the extent to which they use their style effectively. The behaviours within eleven Kaizen groups, with in total 66 members, were examined with videos, surveys, and group interviews. Through personalised feedback, group members were made aware of their own and colleagues’ problem-solving style. We found that in all groups the subsequent Kaizen Event process quality had improved including group members’ sense of self-efficacy and the Kaizen Event outcomes.
Lean training reinforcement
Huddersfield Business School, United Kingdom
The human element of a lean programme determines the ‘success/failure’ of the programme. However, lean training reinforcement strategies remain an under-researched area. This study explores lean training reinforcement strategies. A qualitative data set was generated from 27 semi-structured in-depth interviews with members of lean teams across five UK service organisations. Diverse views were considered when producing the data set, and the data were thematically analysed. The case study organisations generally promoted lean desired behaviour through performance indicators and rewards. While the interviewees thought the performance indicators were superficial, they also thought the rewards were insufficient to meet their expectations.
Digital transformation of automotive manufacturers: integrating lean philosophy and practices
University of Birmingham, United Kingdom
This paper explores the role of ‘soft’ lean midst the path of digitalisation and examines performance implications from such integrations. This research is built upon a case study informed by 30 semi-structured interviews with 6 automotive manufacturers. Findings show that ‘soft’ lean practices such as leadership and engagement tend to synergise with a disruptive digital transformation pattern, resulting in increased productivity and employee turnover intentions; while ‘soft’ lean practices such as commitment and empowerment contribute more to an incremental digital transformation pattern, leading to reduced cost, yet causing change resistance to some extent.