Organizational culture can be defined as a set of values and behavior that contribute to the unique social and psychological environment of an organization. It is the major contributing factor in determining the progress of an organization towards the desired objectives. The importance of organizational culture for successful Lean transformation has been emphasized prior research. Lean implementation is based on continuous improvement, the achievement of which is based on problem solving practices. For sustained continuous improvement, problem solving must be done in a repeatable and disciplined way. However, not many organizations follow a structured approach towards problem solving. Some preliminary research indicates that organizational culture appears to be an important factor that influences the nature of problem solving practices used in an organization. This research, therefore, is focused towards establishing whether a relationship exists between these two aspects, namely, organizational culture and problem solving practices in relation to an organization’s success with Lean transformation. A comprehensive survey was developed to evaluate these two aspects. The survey was then administered to employees at different organizations, designations, various sectors and geographical regions. The survey results were analyzed to evaluate if an organization’s culture influences the problem solving practices used.

This research is a cross sectional study which is conducted as an email survey. Accordingly, 22 companies have been surveyed to investigate the tendency and barriers for SMEs in Sweden regarding implementation of lean production. For that, barriers are categorized into two categories. The first category includes the ones which prevent SMEs from starting lean production (introduction barriers). The second category encompasses the ones which SMEs face while they are implementing lean production (implementation barriers). Moreover, to obtain a better view about problematic areas in lean transformation for SMEs, improvements and achievements of the investigated companies in their lean implementation processes have been assessed. However, it was not a detailed or in depth analysis, since the main purpose of this research was not to assess SMEs progress, rather it was to identify the hindrances in SMEs’ path to become lean. The results from this survey showed that most of the lean principles are applicable in SMEs. However, SMEs have problem with lack of time, management support, finance, resistance to change, change process, and training.  In addition lack of skilled employees for implementation of lean production was found as the biggest introduction barrier for SMEs. Moreover, the result of this research shows that small companies do not show tendency to implement lean production.

To remain competitive in a global market, many organizations are transforming their operations from traditional management approaches to the lean philosophy. The success of the Toyota Production System in the automotive industry serves as a benchmark that organizations continually seek to emulate in search of similar results. Despite the abundance of lean resources, many organizations struggle to attain successful lean transformation. To facilitate investigation of the failure mechanisms and critical success factors of lean transformation, this dissertation addresses the following research questions: (1) Why do transformations from traditional organizational philosophies to lean fail? (2) What are the critical factors for lean transformation success? (3) What is the role of an organization’s human resource performance management system during the lean transformation journey? This dissertation utilizes a multi-method, multi-essay format to examine the research questions. First, managers from organizations in various stages of lean transformation are interviewed to establish a foundational research framework. Subsequently, a theoretical model is empirically tested based on data gathered from a survey of industry professionals with expertise in lean transformation. Data analysis techniques employed for this dissertation include: Partial Least Squares (PLS) regression, case descriptions, and case comparisons. Very few studies of lean transformation investigate behavioral influences and antecedents. This dissertation contributes to practitioners and researchers by offering a refined understanding of the role that human resource performance management can play in the overall lean transformation process. In an effort to characterize organizational outcomes resulting from lean transformation, this research introduces a new construct, Lean Transformation Success, to the literature.

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.

The concept of lean manufacturing dates back to 1990 in the automobile industry. However, its principles were implemented in other industries as well. Lean is also about people; and sustainable HR practices play an important role in the success of lean transformation. This research examines how sustainable HR practices enhances lean manufacturing. And the effect of these practices on lean manufacturing. The results showed a direct relationship between training as sustainable HR practice and employee retention. This means, the more training offered, the higher the retention rate. The leaner the manufacturing process will be.

Implementing Lean in the United States transportation equipment manufacturing industry holds the promise for improvements in, among other things, productivity, quality, and innovation, resulting in more competitive success and profits. Although Lean has been applied throughout the industry with noted success, there have been some difficulties in demonstrating the financial benefits derived from Lean initiatives. Most of the evidence supporting a positive relationship between Lean implementation and improved financial performance is anecdotal. As companies have become more proficient in carrying out Lean initiatives in manufacturing, they have extended Lean ideas to other parts of their organization and throughout the entire supply chain. Nowadays, it is widely recognized that a holistic, enterprise-wide view is critical to obtain the potential benefits of a Lean transformation. However, Lean transformations are often undertaken without consideration of supporting functions such as accounting and finance. Lean transformation in accounting and finance should be run in the same way as it is in the manufacturing environment by decreasing reporting cycle time, improving transaction processing accuracy, eliminating unnecessary transaction processing, changing product costing procedures, and financial reporting among many other things, but there is limited empirical evidence of that happening. To address these shortcomings, this research focuses on three areas. First, this study aims to evaluate transportation equipment manufacturing facilities in respect to their operational and financial performance. Second, this study aims to investigate the extent of Lean implementation of a given operation in respect to leadership, manufacturing, accounting and finance, and supplier and customer relationship and correlate these results to their performance. Finally, this study aims to further examine the contextual characteristics of companies that successfully aligned their systems with Lean. A mixed-mode survey, addressed to a subset of the United States transportation equipment manufacturing industry, asked questions pertinent to companies' Lean transformation efforts, performance, and general characteristics. During the four months long survey period, a total of 69 valid responses were received, for a response rate of 3.78 percent. From the 69 valid responses, 8 responses were eliminated due to containing more than 20 percent missing values. Multiple imputation procedure was applied to handle remaining missing values in the dataset. Before testing study hypotheses, scale reliability and construct validity tests were run to decide whether a particular survey item should be retained in further analysis. Study hypotheses were then tested using profile deviation analysis, multiple regression analysis, and hierarchical regression analysis. When the level of Lean implementation and performance relationship was investigated using a multiple regression analysis, results did not show any evidence that the higher level of Lean implementation along four business dimensions (leadership, manufacturing, accounting and finance, and supplier and customer relationship) of transportation equipment manufacturing facilities positively influences their operational and financial performance. However, it was revealed that the higher level of Lean implementation in transportation equipment manufacturing facilities' manufacturing dimension resulted in better quality performance as measured by first-time through, inbound quality, and outbound quality. When the same relationship was investigated using a profile deviation analysis, results were identical. When the level of Lean implementation in accounting and finance and its relationship with performance was investigated using a single regression analysis, results showed that the higher level of Lean implementation in transportation equipment manufacturing facilities' accounting and finance dimension has a positive effect on accounting performance and on operational performance (e.g., on time-based performance and delivery-based performance), but no effect on financial performance. When the same relationship was investigated using a profile deviation analysis, results were different by showing no relationship between the level of Lean implementation in transportation equipment manufacturing facilities' accounting and finance dimension and accounting, operational, and financial performance. Lastly, the effect of contextual variables (e.g., industry segment, location, annual sales volume, and unionization) on performance, the level of Lean implementation, and the performance -- Lean implementation relationship was investigated using hierarchical regression. Results showed that transportation equipment manufacturing facilities' performance is influenced by annual sales volume. Their level of Lean implementation in the accounting and finance dimension is influenced by location, while their performance -- Lean implementation in the accounting and finance dimension relationship is influenced by industry segment. / Ph. D.

Annotation: Lean Management as an Ethical Problem Business management methods are mainly depended on what the company is doing. One of the management options is lean management which is typical for the automotive industry, but is used for its efficiency in other industries as well. It is a method of management that maximizes labor productivity, reduces the financial burden in the production process, and reduces human errors. The main goal of this thesis is focused on explaining the basic concepts of economics and ethics focused on the way of business management. It includes a description of a specific case of the implementation of lean management in a particular company. An ethical reflection follows, which focuses on comparing the described implementation with the presented company values. Second point is the reflection of lean management with the theory Stakeholder. The work concludes with a description of the consequences of the implementation of systems focused primarily on efficiency and profit with possible solution points. Key words: lean management, ethical management of a company, manager, employee, corporate culture, efficiency, profit, key indicators, corporate values, code of ethics, stress.

A publicação do livro “The machine that changed the world” de Womack et al. (1990) tornou popular no mundo ocidental o termo Lean, que segundo os autores seria a forma generalizada do sistema Toyota de produção. Desde então, a academia tem se dedicado a estudar diversos aspectos envolvidos com o Lean. Apesar do conhecimento teórico gerado, poucas empresas têm conseguindo aplicar esta estratégia de manufatura apropriadamente e experimentar os supostos benefícios. Este é o caso, por exemplo, da siderúrgica AGR (nome fictício). Em 2004, a empresa iniciou um programa formal para transformação Lean e poucos anos depois os esforços foram descontinuados. Recentemente, novos direcionamentos na empresa conduziram à retomada destes esforços. Neste contexto específico, um questionamento foi realizado: como os esforços Lean podem ser retomados e organizados na AGR? Cabe ressaltar que implicitamente este questionamento desdobrou em uma revisão da literatura que identificou diferentes pontos de vista teóricos sobre o fenômeno Lean. Neste sentido, Fujimoto (1999), como pensador mais proeminente da escola de pensamento evolucionária – utilizando uma abordagem interpretativista – argumenta que a Toyota apresenta uma capacidade de aprendizagem evolucionária que permite a emergência de um novo sistema de manufatura ao longo do tempo. A provável ausência desta capacidade de aprendizagem em empresas que buscam se tornar Lean indicaria uma das razões pelas quais se tem dificuldade em alcançar e sustentar este sistema. Observando a descrição desta capacidade na Toyota, verifica-se que a mesma ocorre via construção social da realidade. Desta forma, uma aprendizagem similar poderia ser gerada ao operacionalizar-se a Soft Systems Methodology no processo de estruturação da transformação Lean. Uma pesquisa-ação foi conduzida para avaliar esta possibilidade na prática e ao mesmo tempo auxiliar a AGR com a situação problemática na retomada dos esforços Lean. / The term lean became popular in the Western world after publication of "The machine that changed the world" (Womack et al., 1990) which argues it is the generalized form of the Toyota Production System. Since then, the academy has been investigating several aspects about it. Despite theoretical knowledge contribution, few companies have been able to implement this manufacturing strategy properly and, therefore, have experienced the supposed benefits. This is the case of AGR (fictitious name) steelmaking facility. The company started a lean transformation program in 2004 and few years later the efforts were discontinued. Recently new directions led other attempt at lean efforts. In this particular context, an inquiry was made: how the lean efforts can be organized and reinitiate in AGR? It is noteworthy that this implicitly unfolded a literature review that identified different theoretical views on the lean phenomenon. Fujimoto (1999) as the most prominent thinker of evolutionary school of thought – using an interpretivist approach – argues that Toyota has an evolutionary learning capability that enables the emergence of a new manufacturing system over time. The absence of a similar learning capability in companies seeking lean practices indicates one possible reason why they are difficult to achieve and sustain. Fujimoto (1999) describes it operating at Toyota through social construction of reality. Thus, a similar learning could be generated applying the Soft Systems Methodology as the structuration process for lean transformation. An action research was conducted to evaluate this proposition in practice and at the same time to help AGR in the attempt at lean efforts.

A publicação do livro “The machine that changed the world” de Womack et al. (1990) tornou popular no mundo ocidental o termo Lean, que segundo os autores seria a forma generalizada do sistema Toyota de produção. Desde então, a academia tem se dedicado a estudar diversos aspectos envolvidos com o Lean. Apesar do conhecimento teórico gerado, poucas empresas têm conseguindo aplicar esta estratégia de manufatura apropriadamente e experimentar os supostos benefícios. Este é o caso, por exemplo, da siderúrgica AGR (nome fictício). Em 2004, a empresa iniciou um programa formal para transformação Lean e poucos anos depois os esforços foram descontinuados. Recentemente, novos direcionamentos na empresa conduziram à retomada destes esforços. Neste contexto específico, um questionamento foi realizado: como os esforços Lean podem ser retomados e organizados na AGR? Cabe ressaltar que implicitamente este questionamento desdobrou em uma revisão da literatura que identificou diferentes pontos de vista teóricos sobre o fenômeno Lean. Neste sentido, Fujimoto (1999), como pensador mais proeminente da escola de pensamento evolucionária – utilizando uma abordagem interpretativista – argumenta que a Toyota apresenta uma capacidade de aprendizagem evolucionária que permite a emergência de um novo sistema de manufatura ao longo do tempo. A provável ausência desta capacidade de aprendizagem em empresas que buscam se tornar Lean indicaria uma das razões pelas quais se tem dificuldade em alcançar e sustentar este sistema. Observando a descrição desta capacidade na Toyota, verifica-se que a mesma ocorre via construção social da realidade. Desta forma, uma aprendizagem similar poderia ser gerada ao operacionalizar-se a Soft Systems Methodology no processo de estruturação da transformação Lean. Uma pesquisa-ação foi conduzida para avaliar esta possibilidade na prática e ao mesmo tempo auxiliar a AGR com a situação problemática na retomada dos esforços Lean. / The term lean became popular in the Western world after publication of "The machine that changed the world" (Womack et al., 1990) which argues it is the generalized form of the Toyota Production System. Since then, the academy has been investigating several aspects about it. Despite theoretical knowledge contribution, few companies have been able to implement this manufacturing strategy properly and, therefore, have experienced the supposed benefits. This is the case of AGR (fictitious name) steelmaking facility. The company started a lean transformation program in 2004 and few years later the efforts were discontinued. Recently new directions led other attempt at lean efforts. In this particular context, an inquiry was made: how the lean efforts can be organized and reinitiate in AGR? It is noteworthy that this implicitly unfolded a literature review that identified different theoretical views on the lean phenomenon. Fujimoto (1999) as the most prominent thinker of evolutionary school of thought – using an interpretivist approach – argues that Toyota has an evolutionary learning capability that enables the emergence of a new manufacturing system over time. The absence of a similar learning capability in companies seeking lean practices indicates one possible reason why they are difficult to achieve and sustain. Fujimoto (1999) describes it operating at Toyota through social construction of reality. Thus, a similar learning could be generated applying the Soft Systems Methodology as the structuration process for lean transformation. An action research was conducted to evaluate this proposition in practice and at the same time to help AGR in the attempt at lean efforts.

A publicação do livro “The machine that changed the world” de Womack et al. (1990) tornou popular no mundo ocidental o termo Lean, que segundo os autores seria a forma generalizada do sistema Toyota de produção. Desde então, a academia tem se dedicado a estudar diversos aspectos envolvidos com o Lean. Apesar do conhecimento teórico gerado, poucas empresas têm conseguindo aplicar esta estratégia de manufatura apropriadamente e experimentar os supostos benefícios. Este é o caso, por exemplo, da siderúrgica AGR (nome fictício). Em 2004, a empresa iniciou um programa formal para transformação Lean e poucos anos depois os esforços foram descontinuados. Recentemente, novos direcionamentos na empresa conduziram à retomada destes esforços. Neste contexto específico, um questionamento foi realizado: como os esforços Lean podem ser retomados e organizados na AGR? Cabe ressaltar que implicitamente este questionamento desdobrou em uma revisão da literatura que identificou diferentes pontos de vista teóricos sobre o fenômeno Lean. Neste sentido, Fujimoto (1999), como pensador mais proeminente da escola de pensamento evolucionária – utilizando uma abordagem interpretativista – argumenta que a Toyota apresenta uma capacidade de aprendizagem evolucionária que permite a emergência de um novo sistema de manufatura ao longo do tempo. A provável ausência desta capacidade de aprendizagem em empresas que buscam se tornar Lean indicaria uma das razões pelas quais se tem dificuldade em alcançar e sustentar este sistema. Observando a descrição desta capacidade na Toyota, verifica-se que a mesma ocorre via construção social da realidade. Desta forma, uma aprendizagem similar poderia ser gerada ao operacionalizar-se a Soft Systems Methodology no processo de estruturação da transformação Lean. Uma pesquisa-ação foi conduzida para avaliar esta possibilidade na prática e ao mesmo tempo auxiliar a AGR com a situação problemática na retomada dos esforços Lean. / The term lean became popular in the Western world after publication of "The machine that changed the world" (Womack et al., 1990) which argues it is the generalized form of the Toyota Production System. Since then, the academy has been investigating several aspects about it. Despite theoretical knowledge contribution, few companies have been able to implement this manufacturing strategy properly and, therefore, have experienced the supposed benefits. This is the case of AGR (fictitious name) steelmaking facility. The company started a lean transformation program in 2004 and few years later the efforts were discontinued. Recently new directions led other attempt at lean efforts. In this particular context, an inquiry was made: how the lean efforts can be organized and reinitiate in AGR? It is noteworthy that this implicitly unfolded a literature review that identified different theoretical views on the lean phenomenon. Fujimoto (1999) as the most prominent thinker of evolutionary school of thought – using an interpretivist approach – argues that Toyota has an evolutionary learning capability that enables the emergence of a new manufacturing system over time. The absence of a similar learning capability in companies seeking lean practices indicates one possible reason why they are difficult to achieve and sustain. Fujimoto (1999) describes it operating at Toyota through social construction of reality. Thus, a similar learning could be generated applying the Soft Systems Methodology as the structuration process for lean transformation. An action research was conducted to evaluate this proposition in practice and at the same time to help AGR in the attempt at lean efforts.