Hwang, Alvin

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Seton Hall University Libraries

Organization Management Journal Volume 7 Issue 2 Article 2 6-1-2010 Eliciting the principles of effective Lean change methods through research cases and authors’ commentaries Alvin Hwang Follow this and additional works at: https://scholarship.shu.edu/omj  Part of the Organizational Behavior and Theory Commons, and the Organizational Communication Commons Recommended Citation Hwang, Alvin (2010) "Eliciting the principles of effective Lean change methods through research cases and authors’ commentaries," Organization Management Journal: Vol. 7: Iss. 2, Article 2. Available at: https://scholarship.shu.edu/omj/vol7/iss2/2 Introduction to Linking Theory & Practice SectionEliciting the principles of effective Lean changemethods through research cases and authors’commentariesAlvin HwangCo-EditorOrganization Management Journal(2010) 7, 88. doi:10.1057/omj.2010.23We have a special treat for readers in the Linking Theory & Practicesection of this issue. Not only do we have two in-depth articles –actually, research cases – that examined Lean change processes intwo different organizations with contrasting outcomes, but alsoreflections of the authors on each others’ findings.Both groups of authors provided excellent insights in examiningprocesses and outcomes of the two organizations. First, theHartwell and Roth case uncovered four themes in effective Leantransformations – “Conditions for Lean,” “Continual improve-ment,” “Lean Change Methods,” and “Ongoing Challenges.”Instead of a top-down driven change process, these themesinvolved member activities such as generating change ideas,implementing change, learning from intermediate results, andimproving on them, from organizational members across all levelsof the organization. In contrast, the Turesky and Connell studypointed to the importance of clear leadership and a strategic visionthat is truly shared among all organizational members as pillars ofsuccessful change. Both cases also showed the importance ofcommunication and employee training in such change efforts.In reflecting on each others’ findings, both groups of authorsprovided many thoughtful comments. It is interesting to note thatmany of the components in the Turesky and Connell model werepointed out by Roth and Harwell to be present in their LeanTransformation experience. Turesky and Connell also calledattention to the effort needed in maintaining success for boththe short-term and long-term time frames of their Lean Manufac-turing initiative.There are many excellent pointers and lessons for researchers andpractitioners in these two articles. Readers are welcomed to emailtheir comments and insights to omj@wnec.edu as part of anongoing dialog on Lean Manufacturing research and practice. Youmay address any of the authors in your comments. Do let us knowwhether we can publish your comments, if we wish.Organization Management Journal (2010) 7, 88& (2010) Eastern Academy of Management All rights reserved 1541-6518www.omj.net

Eliciting the principles of effective Lean change
methods through research cases and authors’
commentaries

https://scholarship.shu.edu/cgi/viewcontent.cgi?article=1216&context=omj

Eliciting the principles of effective Lean change methods through research cases and authors’ commentaries

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