Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully
Since the emergence of Lean Manufacturing, many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Severa!aspects need to be taken into account before Lean implementation which national and organizational culture are important...
| Autor: | |
|---|---|
| Tipo de recurso: | tesis doctoral |
| Estado: | Versión publicada |
| Fecha de publicación: | 2018 |
| País: | España |
| Institución: | CBUC, CESCA |
| Repositorio: | TDR. Tesis Doctorales en Red |
| OAI Identifier: | oai:www.tdx.cat:10803/663478 |
| Acceso en línea: | http://hdl.handle.net/10803/663478 https://dx.doi.org/10.5821/dissertation-2117-123525 |
| Access Level: | acceso abierto |
| Palabra clave: | Lean manufacturing Toyota production system Organizational culture National culture Lean implementation Àrees temàtiques de la UPC::Economia i organització d'empreses 331 65 |
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Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| title |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| spellingShingle |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully Taherimashhadi, Mehrsa Lean manufacturing Toyota production system Organizational culture National culture Lean implementation Àrees temàtiques de la UPC::Economia i organització d'empreses 331 65 |
| title_short |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| title_full |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| title_fullStr |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| title_full_unstemmed |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| title_sort |
Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfully |
| dc.creator.none.fl_str_mv |
Taherimashhadi, Mehrsa |
| author |
Taherimashhadi, Mehrsa |
| author_facet |
Taherimashhadi, Mehrsa |
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author |
| dc.contributor.none.fl_str_mv |
Ribas, Imma Universitat Politècnica de Catalunya. Departament d'Organització d'Empreses |
| dc.subject.none.fl_str_mv |
Lean manufacturing Toyota production system Organizational culture National culture Lean implementation Àrees temàtiques de la UPC::Economia i organització d'empreses 331 65 |
| topic |
Lean manufacturing Toyota production system Organizational culture National culture Lean implementation Àrees temàtiques de la UPC::Economia i organització d'empreses 331 65 |
| description |
Since the emergence of Lean Manufacturing, many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Severa!aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this thesis aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give sorne recommendations to manage people before implementing Lean. Therefore, the research question is "how to align the organizational culture to Lean culture?" and the general hypothesis is that "both national culture and organizational culture influence on successful Lean implementation". In order to answer the question and test our hypothesis, this research has been conducted based on literature review survey and multiple-cases study. For literature review survey, research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the period of 1996-2016. The evaluation model was developed including six dimensions and our general hypothesis was extended. The level of each dimension indicating preparedness of organizational culture for Lean implementation is provided including Low, Moderate, or High. For each dimension, a checklist is provided in order to evaluate the level that a company has before Lean implementation in order to detect misalignments and possible problems. For multiple-case studies, we used codification method to systematically collect required qualitative data on their organizational culture. Factors and related soft practices that are essential for successful Lean implementation were considered as codes and sub-codes, respectively. Soft practices are human-related-practices that emphasize on organizational culture, managerial concept, and human relations that are often neglected during adoption processes of Lean. The initial code list was prepared based on literature review. Codification process continued with conducting pilot interviews. The code list was refined after a few times of revision. To validate the model, three organizations were chosen based on inclusion criteria such as: Companies should be selected from manufacturing industry; Companies have implemented Lean production for many years; Medium to Large Companies are more preferable; Companies should be chosen from different countries. A semi-structured interview was conducted with the production manager of each organization. Depending on the access to the participants, the interviews were conducted face to face or through Skype. To greaten the clarity, contacts were made again with the respondents whenever ambiguities arose. The checklist were used to find out the level of organizational culture for proposed dimensions. Moreover, public information were collected from their official websites. To conclude, the proposed evaluation model is a guide for organizations to determine cultural misaligrunents between corporate culture and Lean culture before its implementation. Moreover, some general recommendations have been provided to align different dimensions. Finally, sorne future directions have been suggested. |
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2018 |
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2018 2018 2018 |
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info:eu-repo/semantics/doctoralThesis info:eu-repo/semantics/publishedVersion |
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doctoralThesis |
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http://hdl.handle.net/10803/663478 https://dx.doi.org/10.5821/dissertation-2117-123525 |
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http://hdl.handle.net/10803/663478 https://dx.doi.org/10.5821/dissertation-2117-123525 |
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Inglés |
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225 p. application/pdf application/pdf |
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Universitat Politècnica de Catalunya |
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Universitat Politècnica de Catalunya |
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TDX (Tesis Doctorals en Xarxa) reponame:TDR. Tesis Doctorales en Red instname:CBUC, CESCA |
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Evaluation model for organizational culture adaptations to implement Lean Manufacturing successfullyTaherimashhadi, MehrsaLean manufacturingToyota production systemOrganizational cultureNational cultureLean implementationÀrees temàtiques de la UPC::Economia i organització d'empreses33165Since the emergence of Lean Manufacturing, many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Severa!aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this thesis aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give sorne recommendations to manage people before implementing Lean. Therefore, the research question is "how to align the organizational culture to Lean culture?" and the general hypothesis is that "both national culture and organizational culture influence on successful Lean implementation". In order to answer the question and test our hypothesis, this research has been conducted based on literature review survey and multiple-cases study. For literature review survey, research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the period of 1996-2016. The evaluation model was developed including six dimensions and our general hypothesis was extended. The level of each dimension indicating preparedness of organizational culture for Lean implementation is provided including Low, Moderate, or High. For each dimension, a checklist is provided in order to evaluate the level that a company has before Lean implementation in order to detect misalignments and possible problems. For multiple-case studies, we used codification method to systematically collect required qualitative data on their organizational culture. Factors and related soft practices that are essential for successful Lean implementation were considered as codes and sub-codes, respectively. Soft practices are human-related-practices that emphasize on organizational culture, managerial concept, and human relations that are often neglected during adoption processes of Lean. The initial code list was prepared based on literature review. Codification process continued with conducting pilot interviews. The code list was refined after a few times of revision. To validate the model, three organizations were chosen based on inclusion criteria such as: Companies should be selected from manufacturing industry; Companies have implemented Lean production for many years; Medium to Large Companies are more preferable; Companies should be chosen from different countries. A semi-structured interview was conducted with the production manager of each organization. Depending on the access to the participants, the interviews were conducted face to face or through Skype. To greaten the clarity, contacts were made again with the respondents whenever ambiguities arose. The checklist were used to find out the level of organizational culture for proposed dimensions. Moreover, public information were collected from their official websites. To conclude, the proposed evaluation model is a guide for organizations to determine cultural misaligrunents between corporate culture and Lean culture before its implementation. Moreover, some general recommendations have been provided to align different dimensions. Finally, sorne future directions have been suggested.Desde la aparición de Lean Manufacturing, muchas organizaciones se han esforzado por implementarlo. No obstante, una transformación Lean sostenible en el tiempo no es fácil de lograr. Es necesario tener en cuenta varios aspectos antes de la implementación Lean como son la cultura nacional y organizacional. Considerando las influencias de la cultura nacional en la cultura organizacional, esta tesis tiene como objetivo proponer un modelo de evaluación para determinar las debilidades culturales de una organización y dar algunas recomendaciones para gestionar a las personas antes de implementar Lean. Por lo tanto, la pregunta de investigación es "¿cómo alinear la cultura organizacional con la cultura Lean?" Y la hipótesis general es que "tanto la cultura nacional como la cultura organizacional influyen en una implementación Lean exitosa".Con el fin de responder a la pregunta y probar nuestra hipótesis, esta investigación se ha realizado en base a una revisión de la literatura y un estudio de diferentes casos. Para la revisión bibliográfica , se revisaron artículos, actas de congresos, libros y sitios web oficiales sobre la filosofía Lean, para determinar la influencia de la cultura nacional en la implementación Lean. Los trabajos de investigación se buscaron en diferentes bases de datos (Scopus y Web of Science), entre los años de 1996-2016. La revisión se hizo durante los años 2015-2017. El modelo de evaluación fue desarrollado incluyendo seis dimensiones. Para cada dimensión se proporciona las características del nivel bajo, medio y alto, que evaluan la preparación de la cultura organizacional para la implementación de Lean. Para cada dimensión, se proporciona una lista de verificación para evaluar el nivel que tiene una empresa antes de la implementación Lean a fin de detectar desajustes y posibles problemas. Para los casos de estudio, utilizamos el método de codificación para recopilar sistemáticamente los datos cualitativos requeridos de su cultura organizacional. Los factores y las prácticas soft relacionadas que son esenciales para una implementación Lean exitosa se consideraron como códigos y sub-códigos, respectivamente. Las prácticas soft son prácticas relacionadas con el ser humano que hacen hincapié en la cultura organizacional, el concepto de gestión y las relaciones humanas que a menudo se descuidan durante los procesos de adopción de Lean. La lista de códigos inicial se preparó en base a la revisión de la literatura. El proceso de codificación continuó con la realización de entrevistas piloto. La lista de códigos fue refinada después de algunas revisiones. Para validar el modelo se eligieron tres organizaciones con los siguientes criterios de inclusión: empresas industriales, que hayan implementado Lean durante muchos años; preferihlemente empresa medianas o grandes; empresas de diferentes países. Se realizó una entrevista semiestructurada con el gerente de producción de cada organización. Dependiendo del acceso a los participantes, las entrevistas se realizaron cara a cara o por Skype. Para aumentar la claridad, se volvieron a establecer contactos con los encuestados siempre que surgieron ambigüedades. La lista de verificación se utilizó para conocer el nivel de cultura organizacional para las dimensiones propuestas. Además, se recopiló información pública de sus sitios web oficiales. En conclusión, el modelo de evaluación propuesto es una guía para que las organizaciones determinen los desajustes culturales entre la cultura corporativa y la cultura Lean antes de su implementación. Además, se han proporcionado algunas recomendaciones generales para alinear las diferentes dimensiones del modelo. Finalmente se han sugerido algunas direcciones futurasDOCTORAT EN ADMINISTRACIÓ I DIRECCIÓ D'EMPRESES (Pla 2012)Universitat Politècnica de CatalunyaRibas, ImmaUniversitat Politècnica de Catalunya. Departament d'Organització d'Empreses201820182018info:eu-repo/semantics/doctoralThesisinfo:eu-repo/semantics/publishedVersion225 p.application/pdfapplication/pdfhttp://hdl.handle.net/10803/663478https://dx.doi.org/10.5821/dissertation-2117-123525TDX (Tesis Doctorals en Xarxa)reponame:TDR. Tesis Doctorales en Redinstname:CBUC, CESCAInglésADVERTIMENT. L'accés als continguts d'aquesta tesi doctoral i la seva utilització ha de respectar els drets de la persona autora. Pot ser utilitzada per a consulta o estudi personal, així com en activitats o materials d'investigació i docència en els termes establerts a l'art. 32 del Text Refós de la Llei de Propietat Intel·lectual (RDL 1/1996). Per altres utilitzacions es requereix l'autorització prèvia i expressa de la persona autora. En qualsevol cas, en la utilització dels seus continguts caldrà indicar de forma clara el nom i cognoms de la persona autora i el títol de la tesi doctoral. No s'autoritza la seva reproducció o altres formes d'explotació efectuades amb finalitats de lucre ni la seva comunicació pública des d'un lloc aliè al servei TDX. Tampoc s'autoritza la presentació del seu contingut en una finestra o marc aliè a TDX (framing). Aquesta reserva de drets afecta tant als continguts de la tesi com als seus resums i índexs.info:eu-repo/semantics/openAccessoai:www.tdx.cat:10803/6634782026-06-14T12:46:07Z |
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15,300719 |