Successful lean implementation: Organizational culture and soft lean practices

This work explores the differences between successful and unsuccessful lean factories in terms of organizational culture dimensions and use of soft lean practices.The analysis of more than 300 factories shows (1) which organizational culture characteristics are peculiar of successful lean factories and (2) that they implement more extensively lean practices concerning people and relations – i.e., soft lean practices

The social benefits of kaizen initiatives in healthcare: an empirical study

AbstractPurpose – This paper aims to identify the most influential determinants of employees’ problem-solving capabilities and attitude towards kaizen initiatives in healthcare and clarify how determinants are related with these two social outcomes. Design/methodology/approach – Drawing on the input-process-outcome framework applied to kaizen initiatives, we distinguished determinants into input and process factors, and developed hypotheses on the direct effect of input and process factors on social outcomes, and the indirect effect of input factors on social outcomes through process factors. The hypotheses were tested through multiple regressions using data from 105 kaizen initiatives in two hospitals.Findings – Among the 14 determinants investigated, goal clarity, team autonomy, management support, goal difficulty and affective commitment to change are the most influential determinants of kaizen capabilities and/or employees’ attitude. Additionally, we found that goal clarity, goal difficulty, team autonomy and management support influence social outcomes directly and/or indirectly through affective commitment to change, internal processes and/or action orientation. Practical implications – Results guide healthcare practitioners in understanding how to set-up focused actions levering on specific determinants to positively influence social outcomes.Originality – This study provides an original contribution to the literature on kaizen initiatives in healthcare by empirically testing a comprehensive model of the relationship between kaizen initiatives determinants and social outcomes. Unlike previous studies, mostly anecdotal and focused on one or few determinants, this research adopted a holistic view by investigating the effect of a wide set of determinants on social outcomes through a systematic and quantitative approach

National culture and operations management: a structured literature review

National culture has received a substantial amount of interest in the operations management literature. We present the first structured review of articles studying national culture in operations management. Our search returned 51 papers published in ten leading journals between 2000 and 2017. We sort and analyse the papers according to three focus areas of operations management (strategy, execution and improvement). We also analyse the papers according to whether they address the relevance of national culture, the impact of national culture or the actions managers can use to manage or mitigate the effects of national culture. We find that national culture appears as a relevant variable in all focus areas of operations management research but that the direction and strength of its impact remain undetermined. Only a handful of papers address how managers can actively deal with challenges related to national culture. We propose a research agenda and a guiding framework for future research.ISSN:0020-7543ISSN:1366-588

Implementation of lean production in multinational corporations: A case study of the transfer process from headquarters to subsidiaries

Several multinational corporations are launching multi-plant lean programmes to increase the coordination of dispersed and heterogeneous plants and promote the growth of the organisation as a whole. Such programmes represent an emerging field of research that seeks to understand the most important mechanisms to transfer lean concepts and practices successfully, given the different contextual conditions of a multi-plant network over time. Here we present an in-depth explorative case study to investigate this issue. An analysis of the programme of an Italian-based company to transfer lean to its Chinese and US subsidiaries over approximately four years was used to develop propositions. Proposition 1 indicates that, throughout a programme, headquarters should use international teamwork to perform training, sensegiving and adaptation in foreign subsidiaries. It also underlines the relevance of pressure via teamwork if a subsidiary resists. Proposition 2 suggests to deploy close and lasting teamwork to transfer lean to plants that are autonomous and new to lean. Close but brief teamwork can be used for subsidiaries that are integrated with headquarters and not new to lean. Proposition 3 argues that the presence of a stable group of managers in subsidiaries facilitates interactions with headquarters and knowledge transfer. Proposition 4 underlines that training, sensegiving, adaptation and pressure via secondary mechanisms throughout a programme are necessary to sustain actions via teamwork. The propositions serve as a basis for future research and empirical validation. They also serve as guidelines for managers in charge of multi-plant lean programme

Dynamics of Lean Knowledge Management in Multinational Companies

A multi-plant lean programme launched by an Italian multinational company with Chinese and US subsidiaries was deeply studied over four years. Our work contributes to debate in the literature by providing a model for network-effective lean practice development and indications on most effective knowledge management approach and mechanisms over time

The impact of cultural dimensions on project management performance

PurposeDiverse cultures may make people behave differently and this, in turn, can impact project management. While the relationship between culture and project success has been widely explored, there is a need of addressing the gap in the relationship between culture and project management performance outcomes, that is, the performance in implementing project management processes and practices. The purpose of this paper is to investigate this gap by studying the role of cultural dimensions on project management performance.Design/methodology/approachAn explorative survey including 200 observations relating to the experiences of project managers with a big experience on projects involving many different national cultures has been conducted to collect primary data on the relationship between the nationality observed and the project management performance outcomes shown. Nationality has been used as a proxy to link individual cultural dimensions and project management performance.FindingsThe results of this paper show that individualism impacts project dynamics and project control positively. Moreover, masculinity impacts project dynamics positively, and uncertainty avoidance impacts project control negatively. When recognized, different cultural dimensions can drive project management performance outcomes. The increasing awareness on this topic can be a valid instrument to control the cultural effect and take advantage of it to enhance project success.Originality/valueThis study contributes to the theory of project management by recognizing linkages between cultural dimensions and project management performance. Moreover, this study overcomes the concept of nationality, focusing on individuals and their unique set of cultural dimensions

Towards a contingency-based framework to analyze supply chain sustainability: evidences from three supply chains in the coffee industry

An effective sustainability management requires the development of a holistic approach, thus considering social, economic, as well as environmental dimensions and simultaneously adopting a supply chain perspective. This exploratory study intends to investigate through a multiple case study how contextual factors influence the adoption and the implementation of sustainability practices along a company\u2019s supply chain. Moreover, a contingency perspective is adopted to examine the certification and collaboration mechanisms developed in three different supply chains managed by a focal firm operating in the coffee industry

Dynamics of Lean Knowledge Management in Multinational Companies

A multi-plant lean programme launched by an Italian multinational company with Chinese and US subsidiaries was deeply studied over four years. Our work contributes to debate in the literature by providing a model for network-effective lean practice development and indications on most effective knowledge management approach and mechanisms over time

CREATING A LEAN CULTURE ACROSS NATIONAL BOUNDARIES

none3Several multinational corporations have been engaged in transferring lean knowledge across manufac-turing units while seeking competitive advantage. However, transform a subsidiary in a lean organization it is not a simple task to fulfill. This paper reports on a recent transfer project successfully conducted by an Italian company in its non-lean subsidiary in China. Activities characterizing the early stages of the lean transfer process are discussed along with main issues faced by the headquarters and its role in cope with these criticalities. Key lessons learned from the experiences of the case study are summarized in the form of propositions. Understanding and properly handling socio-cultural differences between source and recipient units come out to be crucial to instill a lean culture to local workers and in turn successfully transfer lean knowledge.Proceedings of the Cross-Cultural Business Conference 2014, Steyr, Austria, 14 maggio 2014noneBoscari S.; Danese P.; Romano P.Boscari, Stefania; Danese, Pamela; Romano, P