Michael Ballé, Jacques Chaize and Daniel Jones
The creators of the “lean” approach share their extensive experience, highlighting how organizations can reap the benefits of Toyota’s approach.
Abstract
Purpose
The creators of the “lean” approach share their extensive experience, highlighting how organizations can reap the benefits of Toyota’s approach.
Design/methodology/approach
Based on the authors expertise and 30 plus years of experience developing and implementing the “lean” approach.
Findings
A shift is required in leaders, away from a chain of command to a chain of help. Type IV learning is required where everyone, including the “leaders”, explores, learns, and figures out, experientially, one change at a time.
Originality/value
The paper provides a succinct summary of the need for a mind-set shift in leaders if they are to create a truly lean culture in their organization. They call for leaders to start a cognitive revolution, rather than look to “bolt on” lean to existing organizational practices.
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Michael Ballé, Jacques Chaize and Daniel Jones
The purpose of this paper is a first-hand study of lean improvement programs that has led the authors to distinguish two different forms of learning intent: exclusive learning…
Abstract
Purpose
The purpose of this paper is a first-hand study of lean improvement programs that has led the authors to distinguish two different forms of learning intent: exclusive learning versus inclusive learning. These two forms of learning reflect two different attitudes to learning. With exclusive learning, the executives expect to learn by themselves and then apply this learning to the organization – and then reap the benefits. With inclusive learning, the executives intend to learn with others and from their own learning efforts – and share the benefits. The authors argue that these learning attitudes account for a large part of the difference between the success and failure of lean initiatives.
Design/methodology/approach
The paper is based on over 25 years of research studying Toyota – where the term “lean” was first used to describe their particular way of working – together with working with hundreds of other organizations around the world across all sectors.
Findings
To implement a lean strategy that brings long-term, effective change requires senior executives to start with their own personal learning journey and to create an inclusive learning culture within their organization.
Originality/value
The paper provides a succinct summary of how a different mindset is required from senior executives if they are to create and implement a truly lean strategy for their organization. Their behaviors enable or inhibit what the authors describe as an “inclusive” learning environment which will create and maintain a sustainable shift to a lean culture.
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Henrik Saabye, Daryl John Powell and Paul Coughlan
Being acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has…
Abstract
Purpose
Being acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has traditionally been underexploited. In this conceptual paper, this study aims to advance the theoretical understanding of lean by exploring the complementarity of lean thinking and action learning leading to a proposed integrated theory of these two research streams. Target audience is the operations management research community.
Design/methodology/approach
By deliberately adopting a process of theorising, this paper explores, reflects upon and combines individual experiences of researching, teaching and engaging in lean and action learning as operations management scholars.
Findings
Having taken a gemba walk through the literature and practices of lean and action learning, this study views and notices a systematic and complementary relationship between the two domains. The overlapping theoretical and practical complementarities of lean and action learning suggest that these two research streams are ripe for synthesis into an integrated theory. This finding provides an opportunity to (1) progress towards an integrative design of interventions leading to more sustainable lean system adoptions and (2) add new depth to our theoretical explanation of the success and failures of lean system adoptions.
Originality/value
This paper contributes an original integrated theory perspective on lean and action learning.
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The development of any region or territory stems from its own dynamic nature. Economic activity and employment are stimulated by the number of local initiatives plus the…
Abstract
The development of any region or territory stems from its own dynamic nature. Economic activity and employment are stimulated by the number of local initiatives plus the cross‐fertilisation of those same initiatives. Globalisation, external constraints and technological change are therefore not really obstacles to be overcome but rather opportunities to be seized. In our experience, participatory foresight exercise using simple and appropriate methods has proved to be a powerful lever for promoting territorial dynamics.