The health care industry in the United States is increasingly pressured to improve safety and quality performance and increase revenue. In response, many health care institutions are moving to redesign their processes and practices in an effort to decrease costs and provide safer, higher quality, and more efficient care. The purpose of this paper is to document the Lean implementation strategy and progress in implementation at a large teaching health care organization undergoing Lean transformation in order to understand enterprise transformation strategies and the impact of leadership involvement on culture development and Lean implementation. Through direct observations and involvement and transformation activities, the methodology for Lean transformation and progress in implementation were documented and analyzed. The organization employed an outside consultant to assist with transformation activities, and underwent a three-pronged approach to implementation, which included model area development, team member problem solving training, and management-led problem solving activities. It was found that leadership involvement was lacking, especially at the highest levels, and the organization struggled to build the culture necessary to support transformation and develop an operational model area, though successes were realized in efforts to train employees in Toyota’s 8-Step Problem Solving method and in management-led problem solving activities.

Purpose – The purpose of the study is to Explore how the lean philosophy can affect the value flow of a manufacturing company’s goods receiving. To answer the purpose two research questions has been asked:1. Which lean tools or methods could be applied on a manufacturing company’s goods receiving?2. How can lean-orientated goods receiving lead to improved value flow?Method – To achieve the purpose a literature review and a case study has been conducted. The case study has had a deductive approach and used the both quantitative and qualitative data. The authors chose the data collection methods interviews, observations and document studies to collect empirical data which have then been analyzed against the theoretical framework with pattern matching to reach a result.Findings – The study has showed that Lean philosophy affects the value stream performance in various ways depending on which tools or approaches the managers have. The authors explored different Lean tools and methods both separately and combined and noticed that to gain as much as possible from Lean tools and methods are most effective when combined to an approach. Although some Lean tools in goods receiving affect the value flow in a positive matter some would probably not. Due to the uneven flow of incoming shipments JIT was not seen appropriate to implement unless shipments could be assured to arrive as planned, when needed and with correct amount of goods.Conclusions & recommendations – By the study findings the authors were able to base two conclusions:1. To take full advantage of Lean tools and methods in goods receiving, these are best to be bundled together to an approach that is in accordance with the Lean philosophy at the organization.2. Good and competent leadership in the Lean philosophy is crucial to ensure continuous improvements in the organization.3. A Lean philosophy adapted in goods receiving is likely to ensure stability and reliability across the value stream which makes improvements possible and might lead to improved value stream performance.Based on these conclusions the authors recommend that when implementing or working with Lean managers should practice participatory leadership to ensure the commitment of workers, to lead by example and to get the correct current state view. It is also recommended that when implementing Lean tools in to the goods receiving process the holistic view is of high importance.

A implementação de Sistemas de Produção Enxuta (SPE) é reconhecidamente essencial em empresas que desejam obter alto nível de competitividade. Há disponíveis na literatura diversos exemplos de roadmaps de implementação enxuta, os quais possibilitam guiar as empresas em seu processo de mudança enxuta. Contudo, uma vez que esses roadmaps priorizam os fatores técnicos da mudança enxuta, os fatores sócio-culturais do processo de mudança tendem a ser negligenciados, o que dificulta a construção de um comportamento e sustentabilidade da mudança. Esta tese tem por objetivo apresentar uma metodologia de identificação e avaliação dos fatores sócio-culturais em uma empresa em implementação enxuta. Esta metodologia agrega práticas e conceitos de gestão de mudança aos roadmaps de implementação enxuta e possibilita a análise de maturidade da empresa quanto aos fatores sócio-culturais da mudança em diferentes níveis de contextualização. A aplicação do método é ilustrada em uma empresa do ramo automotivo, a qual se encontra em processo de implementação enxuta há mais de nove anos e possui dificuldades na sustentação do SPE. / The implementation of Lean Production Systems is essential for companies aiming at high competition levels. Many examples of lean implementation roadmaps are available in the literature guiding companies in their lean change process. However, most of these roadmaps prioritize technical factors in the lean change process, while the socio-cultural factors tend to be neglected, making the behavior construction and change sustainability more difficult. This thesis has as objective to present an identification and evaluation methodology that approaches the socio-cultural factors implied in the transition to a lean production system in companies. The model merges change management practices and concepts with lean implementation roadmaps, and allows the company’s maturity analysis regarding sociocultural factors of the change in different contextualization levels. In addition to that, the model is validated in an automotive company that has been in the lean implementation journey for more than nine years and presents difficulties in sustaining the change.

Problem – Lean is a concept used by organizations to become more efficient, thus more competitive. However, it has been documented that only a small portion of all implementations actually succeeds. Research has suggested critical success factors and pointed out top management commitment as being vital for a successful implementation. It is therefore confirmed that without top managers’ involvement, the venture cannot succeed. However, despite existing research on how to succeed, top managers are still lacking commitment which has caused many implementations to fail. Purpose – This study aims to use the side-bet theory of Becker (1960) to explore the phenomena to why top managers’ commitment is vacillating during the implementation of Lean. The research question is; Why is top managers’ commitment not consistent to Lean implementation when regarding their side-bets? Methodology – Data collecting has been qualitative where semi structured interviews have been executed with five top managers of different organizations. Some have succeeded to implement Lean and some have not. The side-bet theory has been used to create a framework for where the empirical data is constrained to. Conclusions – Before and during the implementation, top managers are only committed to a successful implementation if they find themselves having enough penalties associated with a failed implementation. Only when they realize that there exists side-bets and penalties of enough magnitude, their commitment will be consistent and the implementation successful. The side-bets which have shown to be decisive to determine a consistent or deviating commitment are the ones belonging to ‘Generalized cultural expectations’ and ‘Impersonal bureaucratic arrangements’. The penalties associated with these side-bets have been of socially form than economically. Furthermore, these side-bets and penalties have shown to arise when top managers and their organization have made it clear that the Lean venture is of highest priority and any sidestep from it is considered as wrong. Implications – This study has contributed with an understanding of why top manager’s commitment is consistent or deviating during the Lean implementation. Research so far has suggested how top managers’ commitment is deviating and consistent. This study provides the explanation of why. By exploring the answer to why top managers lack commitment, the possibility of ensuring consistent commitment is raised. Referring to Becker (1960) people operates only when they understand why and find value in a certain kind of activity.  Delimitations – The study is only focused on the dimension of continuance commitment. There is a possibility to study other dimensions of commitment in this field of research (i.e. affective and normative commitment).  The findings are based on Swedish top managers, thus using the findings outside Sweden should be proceeded with caution since culture has effect on commitment.

A implementação de Sistemas de Produção Enxuta (SPE) é reconhecidamente essencial em empresas que desejam obter alto nível de competitividade. Há disponíveis na literatura diversos exemplos de roadmaps de implementação enxuta, os quais possibilitam guiar as empresas em seu processo de mudança enxuta. Contudo, uma vez que esses roadmaps priorizam os fatores técnicos da mudança enxuta, os fatores sócio-culturais do processo de mudança tendem a ser negligenciados, o que dificulta a construção de um comportamento e sustentabilidade da mudança. Esta tese tem por objetivo apresentar uma metodologia de identificação e avaliação dos fatores sócio-culturais em uma empresa em implementação enxuta. Esta metodologia agrega práticas e conceitos de gestão de mudança aos roadmaps de implementação enxuta e possibilita a análise de maturidade da empresa quanto aos fatores sócio-culturais da mudança em diferentes níveis de contextualização. A aplicação do método é ilustrada em uma empresa do ramo automotivo, a qual se encontra em processo de implementação enxuta há mais de nove anos e possui dificuldades na sustentação do SPE. / The implementation of Lean Production Systems is essential for companies aiming at high competition levels. Many examples of lean implementation roadmaps are available in the literature guiding companies in their lean change process. However, most of these roadmaps prioritize technical factors in the lean change process, while the socio-cultural factors tend to be neglected, making the behavior construction and change sustainability more difficult. This thesis has as objective to present an identification and evaluation methodology that approaches the socio-cultural factors implied in the transition to a lean production system in companies. The model merges change management practices and concepts with lean implementation roadmaps, and allows the company’s maturity analysis regarding sociocultural factors of the change in different contextualization levels. In addition to that, the model is validated in an automotive company that has been in the lean implementation journey for more than nine years and presents difficulties in sustaining the change.

A implementação de Sistemas de Produção Enxuta (SPE) é reconhecidamente essencial em empresas que desejam obter alto nível de competitividade. Há disponíveis na literatura diversos exemplos de roadmaps de implementação enxuta, os quais possibilitam guiar as empresas em seu processo de mudança enxuta. Contudo, uma vez que esses roadmaps priorizam os fatores técnicos da mudança enxuta, os fatores sócio-culturais do processo de mudança tendem a ser negligenciados, o que dificulta a construção de um comportamento e sustentabilidade da mudança. Esta tese tem por objetivo apresentar uma metodologia de identificação e avaliação dos fatores sócio-culturais em uma empresa em implementação enxuta. Esta metodologia agrega práticas e conceitos de gestão de mudança aos roadmaps de implementação enxuta e possibilita a análise de maturidade da empresa quanto aos fatores sócio-culturais da mudança em diferentes níveis de contextualização. A aplicação do método é ilustrada em uma empresa do ramo automotivo, a qual se encontra em processo de implementação enxuta há mais de nove anos e possui dificuldades na sustentação do SPE. / The implementation of Lean Production Systems is essential for companies aiming at high competition levels. Many examples of lean implementation roadmaps are available in the literature guiding companies in their lean change process. However, most of these roadmaps prioritize technical factors in the lean change process, while the socio-cultural factors tend to be neglected, making the behavior construction and change sustainability more difficult. This thesis has as objective to present an identification and evaluation methodology that approaches the socio-cultural factors implied in the transition to a lean production system in companies. The model merges change management practices and concepts with lean implementation roadmaps, and allows the company’s maturity analysis regarding sociocultural factors of the change in different contextualization levels. In addition to that, the model is validated in an automotive company that has been in the lean implementation journey for more than nine years and presents difficulties in sustaining the change.

The manufacturing industryis developing and the increase in sharp competition, is a result of globalization, therefore companies strive to increase their competitiveness. Lean is one of the methods that is regularly used within the traditional manufacturing companies but with the implementation of Lean, some studies show that the change will not stick if not the culture of the company is also changed. Therefore, the purpose of this study is to investigate an organisations readiness to implement Lean with a focuson organizational change. To achieve this purpose a single case study has been conducted at a company planning to implement Lean and three RQ:screated which are: •RQ1: What are the enablers for an organization to undergo a lean transformation? •RQ2: What are the challenges for an organization to undergo a lean transformation? •RQ3: How can a company prepare its organization for lean transformation? By conducting interviews, the potential enabler and challenges for the implementation were analysed as well as how a company could prepare for it. The results show that there are three main enablers; the commitment and support for Lean from the management, change leaders with change management and Lean knowledge and change agents with deep knowledge of the company’s production. The main challenges that were found were communication, company culture and defining Lean. On how to prepare an organisation there was found to be five necessary aspects, creating a focus group, educate the focus group to get a good knowledge of Lean, use the focus group to define Lean in the context of the company, establish forums for communication and involvement, and plan for an employee development program.

Considered to be one of the most influential paradigms in manufacturing, Lean has developed and expanded beyond the shop floor and manufacturing environment of the auto industry. Lean is considered to be applicable throughout organizations and other industries besides manufacturing. Interest in both research and implementation of the Lean concept, heavily influenced by Toyota Motor Company, is said to continue to increase despite the fact that the concept is said to be both ambiguous and difficult to implement. Two main traditions of Lean are said to exist: “toolboxLean” and “Lean thinking.” The particular translation of the concept that is accepted will influence management’s approach in implementing a Lean way of working. The Toyota Motor Company, where Lean originates, is described as a learning organization. Therefore, a management approach and leader behavior supporting organizational learning would be required to successfully implement an enterprise system inspired by both the Toyota Production System and Lean. This thesis approaches the Lean concept through an organizational learning perspective, thereby highlighting the importance of knowledge of organizational learning in a Lean development effort. Difficulties regarding Lean implementations have been shown to often occur due to the overlooked but crucial differences in approach in management. There is, however a stated gap in the literature on Lean production regarding management. The purpose of this thesis is to explore senior management’s ability to implement and sustain a Lean-based enterprise system. Three studies are included in the thesis. The first study focuses on how the view on Lean among managers implementing Lean affects its implementation. The study was performed as a case study and conducted at a larger, international manufacturing company. The study covered management levels from shop floor manager to the president of the company. Findings show that all management levels had a similar view of Lean and that this influenced the implementation. The first study further showed that the view on Lean may develop and change during an implementation, revealing unforeseen managerial and organizational challenges and obstacles.The second study focused on how management of Lean is described in the existing literature. The results revealed a dualistic complementarity between leadership and management, which can be seen as reflected in the two foundational Toyota principles of continuous improvement and respect for people. This duality can also be found in descriptions of prerequisites for organizational learning where the ability to combine transactional and transformational leadership is considered a success factor. The third study focused on implications for senior management and aimed to research senior managers’ ability to support a Lean implementation process. The study is based on interviews with eight senior managers. The study revealed four main managerial obstacles to Lean implementation. Lack of initial competence evaluation and ensuing competence development for senior management was found to be a central obstacle to Lean implementation. Main conclusions in the thesis are that initial understanding of the aims of a Lean implementation, and the ensuing implications for the organization is central in order to be able to support the development. Additionally, initial senior management competence development is indicated to be vital in order to ensure the ability to understand the organizational and managerial implications brought on by a Lean implementation. Leading with action is indicated as providing an opportunity for senior management competence development. / <p>QC 20141218</p>

Lean is a philosophy with the purpose of increasing value from the customer perspective, through the continuous elimination of waste. During the last decades, the implementation of this philosophy has expanded to the service sector and administrative support processes. The last decades have also shown a major increase of employment within the service sector in Sweden, giving validity to the implementation of lean within administrative support processes. The implementation of this philosophy within the service sector can be associated with the term lean administration.  The purpose of this study is to suggest efficiency improvements by applying value stream mapping within the invoice flow of an industrial company's financial unit and to provide recommendations regarding an implementation of lean administration. The purpose of this study is based upon the problems that the financial unit faces today regarding inefficiencies within the invoice flow due to redundant processes and a lack of standardized work. The purpose of this study and research questions are fulfilled by performing a literature study as well as a case study which included qualitative interviews and quantitative observations.  The current invoice flow has through the simulation program FlexSim been mapped and analyzed. The authors have been able to construct a recommended invoice flow, with the current flow as a point of reference. The recommended flow shows that a 46% decrease in active process time per invoice can be achieved. This decrease of active process time per invoice alongside an implementation of lean administration can benefit the financial unit in the long term.  After interviews, observations and discussions with the case company, the suggested efficiency improvements presented in this study, can be considered applicable within and outside of the observed financial unit. The suggestions for improvement are based on the value stream mapping through FlexSim and could be achieved through an application of the recommended invoice flow. The case company should also consider a future implementation of lean administration and its associated improvement tools 5S, 5-Why and PDCA-cycles.

Dagens arbetsklimat kännetecknas av konstanta förändringar, vilket sätter en stor press på företag att anpassa sig för att inte hamna efter. För att bibehålla konkurrenskraft tvingas därför företag att hitta nya sätt att utvecklas inom organisation och produktion, för att bemöta de kontinuerliga förändringar som sker. Tillverkning under tjugohundratalet kännetecknas av specialanpassade produkter där många tillverkande företag har komplexa produktionsplaneringar och affärssystem. Detta har lett till att företag söker sig alltmer mot koncept och metoder av ständiga förbättringar, något som gjort att tillämpningen av lean bland mindre tillverkande företag blivit alltmer framträdande.  Syftet med denna studie är att undersöka hur ett mindre tillverkande företag kan implementera koncept, verktyg, värderingar och principer inom lean för att bemöta sina nuvarande problem, och att långsiktigt kunna fortsätta arbeta vidare med det som en del i det dagliga arbetet. Målet är att ta fram ett ramverk för implementering av lean hos ett mindre tillverkande företag. Ramverket syftar till att visualisera de olika steg ett företag behöver gå igenom för att lyckas inkorporera förbättringskoncept/verktyg i sin verksamhet och därmed standardisera arbetet och minimera slöserier.  Studien är av kvalitativ karaktär där intervjuer, observationer och en litteraturstudie stod för insamlingen av data. Totalt genomfördes åtta intervjuer där en blandning av ledningen och anställda i produktionen var intervjuade. Observationerna utfördes genom att vandra omkring i produktionen för att skapa sig en bild för hur arbetet faktiskt går till idag. Litteraturstudien behandlar relevanta artiklar inom lean, SME:S och ständiga förbättringar. Genom att analysera den insamlade data mot den befintliga litteraturen kunde slutsatser om vilka verktyg/koncept som krävs för att bemöta respektive slöserier inom ett producerande SME göras. Även vilka faktorer som är viktiga för företag att ta i beaktning vid införandet av förbättringskoncept. Detta visualiseras genom ett ramverk som är framtaget genom denna studie. Fumex rekommenderas använda detta ramverk som ett stöd till implementering av lean i sin verksamhet. Detta syftar till att lösa de identifierade problemen med dokumentation, otydliga manualer/instruktioner och kommunikation mellan ledning och produktion.