Dagens chefer tror att framtidens ledarskap behöver vara mer uppmärksam på förändringar inom och utanför den egna verksamheten. Utveckling av verksamheter kan ske på många sätt, bland annat genom kvalitetsutveckling inriktad mot ständiga förbättringar. En metod inom kvalitetsutveckling som fått stor spridning i världen är Lean. För att lyckas med en Lean implementering anser många forskare att ledarskapet är helt avgörande. Syftet med studien var att utveckla ökad kunskap om Lean ledarskap samt undersöka chefers värderingar och beteenden i förhållande till identifierade kriterier som kopplas till Lean ledarskap. En ny teoretisk modell för Lean ledarskap togs fram med fyra huvudkriterier, Utveckling av sig själv, Utveckling av andra, Systemförståelse och processer samt Kultur, värderingar och vision. En kvalitativ fallstudie genomfördes med hjälp av en webbenkät till samtliga chefer inom en myndighet. Respondenterna svarade på frågor om värderingar samt skattade sitt eget beteenden. Enkätens validitet stärktes utifrån att flera vetenskapliga källor, böcker och artiklar ligger till grund för frågorna. Resultatet visade att myndighetens chefer genom sina värderingar och beteenden uppfyller stora delar av de identifierade kriterierna som kopplas till ett Lean ledarskap. / Leaders of today believes that future leaders will have to pay more attention to changes both within and outside of their own business. Business improvement/development can be done in many ways, for example through quality improvement and continuous improvement. One methodology in quality improvement which has spread all around the world is Lean. According to several researchers, to succeed with Lean implementation, the leadership is crucial. The purpose of the study was to develop profound knowledge of Lean leadership and examine leaders’ values and behaviors in relation to identified criteria to Lean leadership. A new theoretical model for Lean leadership was developed consisting of four elements; Self-development, Development of others, Understanding of systems and processes, and Culture, values and vision. A qualitative case study with an internet survey was conducted including all leaders in a government body. The leaders answered a questionnaire about their values and behaviors. The surveys validity was strengthened through the use of several scientific articles and books for constructing the questionnaire. The result shows that the leaders through their values and behaviors fulfills most of the criteria connected to Lean leadership.

Bakgrund: Idag handlar mycket om effektivitet inom många organisationer. Det verktyg vi valt att titta närmare på är Lean, som behandlar effektivitet inom organisationer. Syfte: Syftet med studien är att skapa en ökad förståelse kring Lean- konceptet på Statoil. Studien ämnar vidare på att undersöka hur arbetet med Lean fungerar idag och hur en eventuell uppföljning har genomförts. Teori: Studiens teori omfattar två verktyg inom Lean som undersökningsenheten har arbetat med sedan implementeringen. Vidare diskuteras definitioner av Lean-ledarskap i den teoretiska referensramen. Metod: Studien har utgått från en kvalitativ metod i form av semistrukturerade intervjuer och frågeformulär. Analys & slutsats: Lean-konceptet tillämpas till viss del inom organisationen. Modellerna vi har undersökt används i mindre utsträckning idag än år 2006 när implementeringen av Lean genomfördes inom undersökningsenheten. Lean-ledarskap förekommer i viss grad inom organisationen. / Background: Today is the focus on efficiency in many organizations. The tool we have chosen to take a closer look at are Lean, a tool that deals with the efficiency within organizations. Purpose: The study’s purpose is to gain a greater understanding of the Lean concept in Statoil. The study intends to explore how the effort of Lean works today and how a possible follow-up has been completed. Theory: The study’s theory includes two tools of Lean that the survey unit has worked with since the implementation. Further discuss the definitions of Lean leadership in the theoretical framework. Method: The study was based on a qualitative approach in the form of semi- structured interviews and questionnaires. Analysis & conclusion: The Lean-concept is applied to some extent within the organization. The models we have examined are less used today than in 2006 when the implementation of Lean conducted within the survey unit. Lean leadership occurs to some degree in the organization.

No description available.

The author has studied Lean and Transformative leadership in the real estate industry. The purpose of this study is to seek a connection between the company's own will to lean and transformative leadership within the organization. The various ranks within the organization that have been studied are employees, firstline managers and the management team. The theoretical frame of reference is based on previous research in the subjects Lean and Transformative Leadership. The method for this study is a case study where and triangulation of data has taken place. Results give indications that it would be favorable from the organization's perspective to adapt to Lean and atransformative leadership. The study contributes to an understanding of how a company in the housing industry can reason within the organization regarding Lean and Leadership, and what the benefits of a Lean approach can be. / Författaren har studerat Lean och Transformativt ledarskap i fastighetsbranschen. Syftet med denna studie är att söka samband mellan företagets egna vilja till lea noch transformativt ledarskap inom organisationen. De olika leden inom organisationen som har studerats är medarbetare, chefer och ledningen. Den teoretiska referensramen utgår från tidigare forskning inom ämnena Lean och Transformativt ledarskap. Metoden för denna studie är en fallstudie där och trianguleringen av data har skett. Resultat ger indikationer att det skulle vara gynnsamt ut organisationens perspektiv att anpassa sig till Lean och ett transformativt ledarskap. Studien bidrar till en förståelse för hur ett företag i bostadsbranschen kan resonera inom organisationen avseende Lean och Ledarskap, och vad fördelarna med ett Lean arbetssätt kan vara.

För att möta kraven från en allt mer konkurrensutsatt och global marknad bedrivs någon form av förbättrings- eller förändringsarbete i dagens organisationer. En grundläggande förutsättning för att nå framgång i arbetet med verksamhetsutvecklingen är ett engagerat, synligt och tydligt ledarskap. Ledarens viktigaste roll i utvecklingsarbetet är att motivera, coacha och utveckla individer och team. Syftet med den här studien är att hjälpa till att skapa en större förståelse om hur coachning kan användas för verksamhetsutveckling. Detta genom att utföra en forskningsöversikt över olika coachningsmodeller och definiera vad en coachningsmodell är samt analysera hur de kan användas i arbetet med verksamhetsutveckling. Resultatet av studien visade att en coachningsmodell är vanligtvis fasindelad. Det handlar om en förtroendebaserad lärprocess som sker mellan coach och mottagaren av coachningen. En coachningsmodell bygger på en utveckling av människan och/eller processen. Detta sker via öppna, relevanta frågeställningar som ska vara baserade på situation och målsättning. Studien visar att det finns olika användningsområden för coachningsmodellerna. De kan hjälpa till att utveckla ett beteende, utveckla individen, processen eller hela systemet. Det finns även starka kopplingar mellan de studerade coachningsmodellerna och hur verksamhetsutveckling kan bedrivas. Exempelvis tas vikten av samspel mellan coach, ledare, medarbetare och kund upp. Att coacha varandra genom hela kedjan leder till processutveckling som i sin tur gynnar kunden. Anpassa frågorna i coachningssamtalet mot verksamhetens mål och använd coachningen för att arbeta med ständiga förbättringar i små steg, tänk i banor som PDSA-hjulet. / To meet the demands of an increasingly competitive and global market, today’s organizations operates some form of improvement or change management. A basic prerequisite for success in the work with business development is a committed, visible and clear leadership. The leader's most important role in the development process is to motivate, coach and develop individuals and teams.The purpose of this study is to help create a greater understanding of how coaching can be used for business development. This by performing a research on different coaching models and define what a coaching model is and analyze how it can be used in the process of business development. The results of the study showed that a coaching model is usually phased. It is about a trust-based learning process that takes place between the coach and the recipient of coaching. A coaching model is based on the development of the human and/or the process. This is done through open, relevant framing of questions which should be based on the situation and the objectives. The study shows that there are different uses for coaching models. They can help develop a behavior, developing the individual, the process or the entire system. There are also strong links between the studied coaching models and how organizational development may be pursued. For example, the importance of interaction between the coach, leader, employee and customer is mentioned. To coach one another through the whole chain, is leading to process development which in turn benefits the customer. Customizing the questions in the coaching conversation toward the organization’s goals and use coaching to work with continuous improvements in small steps, like PDSA cycles.

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.

No description available.

The study was conducted in collaboration with Volvo Cars in the spring of 2019. The study examined the leadership of workshop managers in Sweden, Spain, Italy, Brazil, Chile, Mexico, Belgium and Poland. The purpose of the study was to investigate how leadership can be developed to increase the possibilities for successful implementations of Volvo Personal Service and to investigate which parts of Lean Leadership are required for Volvo Cars to be able to run and develop the leadership of VPS workshops successfully. Selected questions for the study would generate which pitfalls could be identified in the workshop managers' leadership based on research and how Volvo Cars would develop the leadership of these workshops in order for them to be more in line with Lean Leadership. The aim of the study has been to generate a written document for Volvo Cars regarding how the company should guide or develop the existing leadership to lay the foundation for successful implementations and continued development of VPS. The thesis is based on a pilot study in which five areas of improvement were mapped to finally decide that the leadership of the workshop managers was the area of improvement that should be investigated deeper. Volvo Cars has noted that the implementation of VPS not always is successful in all workshops and wanted to investigate whether the problem could lie with the workshop managers in Volvo workshops. Case study was chosen as a research strategy for the study, since only one research unit would be investigated, that is, connect Volvo workshops and their workshop managers. The survey was conducted with a qualitative design because the research questions and chosen research strategy were supplemented with a mixed form of data collection to deliver the best possible results for the study. Personal interviews and web surveys were chosen as methods for the data collection. During the pilot study, it emerged that there was suspicion that the leadership conducted by the workshop managers is a form of command and control. The workshop managers also experienced difficulties in changing their leadership and focusing on supporting and developing leadership instead of controlling leadership. The result of the survey shows the total opposite, the workshop managers conduct a coaching leadership with a great focus on the employees' development, their own development and continuous improvements, which also are important elements of Lean Leadership. The conclusions that the study has laid the foundation for are that the workshop managers conduct a leadership that is not at all in line with what Volvo Cars predicted. The workshop managers have shown clearly that they possess characteristics that support Lean Leadership, but they have also proven that in many situations they conduct Lean Leadership and that they are fully capable of changing their own leadership. The result will mainly benefit Volvo Cars and their continued work with VPS, but other organizations in the industry can also use the study's results regarding the new leadership. / Undersökningen har genomförts i samarbete med Volvo Cars under våren år 2019. Vid undersökningen har ledarskapet hos verkstadschefer i Sverige och på marknaderna Spanien, Italien, Brasilien, Chile, Mexiko, Belgien och Polen undersökts. Undersökningens syfte var att undersöka hur ledarskapet kan utvecklas för att öka möjligheterna till lyckade implementeringar av Volvo Personal Servicesamt undersöka vilka delar av Lean Leadership som krävs för att Volvo Cars ska kunna driva och utveckla ledarskapet i VPS-verkstäder på ett framgångsrikt sätt. Valda frågeställningarför undersökningen skulle genera vilka fallgropar som gick att identifiera i verkstadschefernas ledarskap utifrån forskning samt hur Volvo Cars skulle utveckla ledarskapet hos dessa verkstäder för att de ska ligga mer i linje med Lean Leadership. Måletmed undersökningen har varit att undersökningen skulle generera i ett underlag till Volvo Cars gällande hur det ska vägleda eller utveckla det befintliga ledarskapet för att lägga grund för lyckade implementeringar och fortsatt utveckling av VPS. Examensarbetet grundar sig i en förstudie där fem förbättringsområden kartlades för att slutligen besluta om att verkstadschefernas ledarskap var det förbättringsområde som skulle undersökas djupare. VolvoCars har uppmärksammat att implementeringen av VPS inte blir lyckad i alla verkstäder och ville undersöka om problemet kunde ligga hos verkstadscheferna i anslutna Volvo-verkstäder. Fallstudie valdes som forskningsstrategi för undersökningen eftersom enbart en undersökningsenhet skulle undersökas, det vill säga ansluta Volvo-verkstäder och deras verkstadschefer. Undersökningen genomfördes med en kvalitativ design av anledningen att forskningsfrågorna och vald forskningsstrategi skulle kompletterats med en mixad form av datainsamling för att leverera bästa möjliga resultat för undersökningen. Personliga intervjuer och webbenkäter valdes som metoder för datainsamlingen. Vid förstudien framkom det att det rådde misstankar om att det ledarskap som bedrivs av verkstadscheferna är en form av kommando och kontroll. Verkstadscheferna upplevdes även ha svårigheter med att förändra sitt ledarskap och fokusera på ett supporterande och utvecklande ledarskap istället för ett kontrollerande ledarskap. Resultatetav undersökningen visar motsatsen, det vill säga att verkstadscheferna bedriver ett coachande ledarskap med stort fokus på medarbetarnas utveckling, sin egen utveckling och ständiga förbättringar vilket även visar på viktiga grunddelar i Lean Leadership. De slutsatser som studien legat till för är att verkstadscheferna bedriver ett ledarskap som inte alls ligger i linje med vad Volvo Cars förutspått. Verkstadscheferna har visat tydligt att de besitter egenskaper som stödjer Lean Leadership men de har även bevisat att de i många situationer bedriver Lean Leadership och att de är fullt kapabla till att förändra sitt egetledarskap. Resultatet kommer främst gagna Volvo Cars och deras fortsatta arbete med VPS men även andra organisationer inom verkstadsbranschen kan nyttja studiens resultat gällande det nya ledarskapet.

Submitted by Izabel Franco (izabel-franco@ufscar.br) on 2016-10-05T18:09:42Z No. of bitstreams: 1 DissRAP.pdf: 2083325 bytes, checksum: 8b08bb11f1ffc189f96f855382cec78e (MD5) / Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-10-20T16:26:14Z (GMT) No. of bitstreams: 1 DissRAP.pdf: 2083325 bytes, checksum: 8b08bb11f1ffc189f96f855382cec78e (MD5) / Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-10-20T16:26:21Z (GMT) No. of bitstreams: 1 DissRAP.pdf: 2083325 bytes, checksum: 8b08bb11f1ffc189f96f855382cec78e (MD5) / Made available in DSpace on 2016-10-20T16:26:28Z (GMT). No. of bitstreams: 1 DissRAP.pdf: 2083325 bytes, checksum: 8b08bb11f1ffc189f96f855382cec78e (MD5) Previous issue date: 2016-04-29 / Não recebi financiamento / Companies, to sustain their products’ competitiveness (cost, quality and time), need to maintain an improvement rate greater than the competitors, and not only possess good strategies, systems or technologies. The concept of "continuous improvement" has become increasingly popular in the business environment, and it is associated with a variety of approaches, and the lean manufacturing as one. Although the lean tools and methodologies are relatively easy to be implemented in different contexts, few companies can turn into real lean enterprises, since they have good results in the early stages of implementation, but fail in the long-term support. One of the key factors for sustaining lean approach is centered on the leadership role. This dissertation aims to develop, by performing an action research, the current leadership practices in a production planning area belonging to a company in the large industrial sector located in the State of São Paulo, and with a history of eight years working through the lean approach, to lean leadership model for the people development, in which are considerated the following factors: promoting employees self-development, people developing and training, and support daily kaizen. During the action research was possible to propose and evaluate the leadership practices to promote and support the implementation of lean approach. It was observed during the action research as a major challenge to reconcile operational routine of leaders and the team with the implementation of the lean principles and tools. / As empresas, para sustentarem a competitividade de seus produtos (custo, qualidade e prazo), necessitam manter um ritmo de melhoria superior ao dos concorrentes, e não apenas possuírem boas estratégias, sistemas ou tecnologias. O conceito de “melhoria contínua” tem se tornado cada vez mais popular no ambiente das empresas, e esta associado a uma variedade de abordagens, sendo o lean manufacturing uma delas. Embora as ferramentas e metodologias lean sejam relativamente fáceis de serem implantadas em diferentes contextos, poucas empresas conseguem transformar-se em verdadeiras empresas lean, pois apresentam bons resultados nos estágios iniciais da implantação, mas falham na sustentação no longo prazo. Um dos fatores chaves para a sustentação da abordagem lean está centrado no papel desempenhado pelas lideranças. Essa dissertação tem como objetivo principal desenvolver, por meio da realização de uma pesquisa-ação, as práticas de liderança atuais de uma área de planejamento da produção de uma empresa do setor industrial de grande porte localizada no interior do Estado de São Paulo, e com histórico de oito anos trabalhando por meio da abordagem lean, ao modelo de liderança lean para o desenvolvimento de pessoas, no qual são considerados os fatores: promoção do autodesenvolvimento dos funcionários, desenvolvimento e treinamento de pessoas, e o apoio ao kaizen diário. Durante a pesquisaação foi possível propor e avaliar as práticas de liderança para promover a implantação da abordagem lean. Observou-se como maior desafio a conciliação entre a rotina operacional do líder e da equipe com a implantação dos princípios e das ferramentas lean.

Lean strategy deployment (LSD) provides a means to create lasting value at reduced cost; yet most LSD efforts fail to attain sustainable improvements. The current study sought to gain an understanding of how leaders in oral healthcare manufacturing setting in the northeastern region of the United States can apply self-efficacy and leadership commitment during an LSD. Using Bandura’s theory of self-efficacy this qualitative phenomenological study examined the lived experiences and perceptions of 15 mid-to-senior level managers, concerning the use of self-efficacy and leadership commitment during a lean strategy deployment (LSD). The key findings resulted in 10 emergent themes. The top 3 highly regarded themes that emerged from this study were: (1) committing to a lean strategy deployment, (2) communicating lessons learned/changes, and (3) bringing the best out of employees. LSDs are not easy to implement. Many companies attempt to carry out lean activities and many of these same companies fail to have successful results. To be effective, leaders should focus on creating sound practices and give more attention to the human behaviors and leadership characteristics needed to support eliminating barriers and creating a lean culture.