liu.seSearch for publications in DiVA
Change search
Link to record
Permanent link

Direct link
BETA
Swartling, Dag
Publications (10 of 20) Show all publications
Poksinska, B. & Swartling, D. (2018). From Successful to Sustainable Lean Production: The Case of a Lean Prize Award Winner. Total Quality Management and Business Excellence, 29(9-10), 996-1011
Open this publication in new window or tab >>From Successful to Sustainable Lean Production: The Case of a Lean Prize Award Winner
2018 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 29, no 9-10, p. 996-1011Article in journal (Refereed) Published
Abstract [en]

Many improvement programmes often fail to sustain over an extended period of time. Previous research suggests that a similar set of factors influence the success and sustainability of an improvement programme. The purpose of this paper is to make a distinction between the success and sustainability of improvement programmes, and to identify mechanisms that specifically contribute to the sustainability. In this paper, we study a sustainable improvement programme from the perspective of complexity theories that stress the importance of studying change as a dynamic process of interacting elements and events unfolding in time. We conducted a longitudinal, in-depth case study of a Swedish Lean Prize Award Winner where a Lean improvement programme was studied over 9 years. An improvement programme is successful if goals are achieved and the targeted problems are resolved. Furthermore, the first-order sustainability means the ability to sustain results and the second-order sustainability means the ability to keep an improvement programme alive. The lessons identified from complexity theories, such as destabilising the organisation, ensuring novelty and constant flow of change or self-organisation at the team level, are examples of mechanisms important to achieve the sustainability of the improvement programme.

Place, publisher, year, edition, pages
Taylor & Francis, 2018
Keywords
Lean production, Improvement program, sustainability
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-100163 (URN)10.1080/14783363.2018.1486539 (DOI)000442759900003 ()
Funder
VINNOVA, 2008-01958
Note

The previous status of this publication was Manuscript.

Available from: 2013-10-30 Created: 2013-10-30 Last updated: 2018-09-13Bibliographically approved
Swartling, D. & Poksinska, B. (2013). Changing the Thinking and Behaviour of an individual: When Implementing Lean Production.
Open this publication in new window or tab >>Changing the Thinking and Behaviour of an individual: When Implementing Lean Production
2013 (English)Manuscript (preprint) (Other academic)
Abstract [en]

This paper consists of an introduction, and a theoretical framework treating different areas where forces can be formed. At the end of the theoretical framework a conceptual model mapping the different sources where forces can originate is presented. This is followed by a methodological part where methodological aspects are discussed. Succeeding the methodological part is the empirical part where the empirical data is presented thematically based on the conceptual model. At the end of the paper are the conclusions and managerial implications.

National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-100164 (URN)
Available from: 2013-10-30 Created: 2013-10-30 Last updated: 2015-01-19Bibliographically approved
Swartling, D. & Poksinska, B. (2013). Management Initiation of Continuous Improvement from a Motivational Perspective. Journal of Applied Economics and Business Research, 3(2), 81-94
Open this publication in new window or tab >>Management Initiation of Continuous Improvement from a Motivational Perspective
2013 (English)In: Journal of Applied Economics and Business Research, ISSN 1927-033X, E-ISSN 1927-033X, Vol. 3, no 2, p. 81-94Article in journal (Refereed) Published
Abstract [en]

Many continuous improvement (CI) initiatives fail since management is unsuccessful in motivating the employees to actively participate in CI activities. In such cases CI often is run by managers and the power of wide participation is lost. The purpose of this paper is to investigate the mechanisms behind motivating employees to participate in CI work. The paper is based on findings from three different cases of highly successful CI organizations within different areas. The findings are that the mechanisms behind motivation for CI can be divided into respect for people and improvement system organization. Within respect for people, there need to be meaningfulness and trust, employees need to be seen as individuals, be given problem based training and education, and be given increased authority and responsibility. Within the organization of the improvement system, crucial areas are: Communication; visualization; and cross-functional, cross-professional improvement work. The paper not only shows which areas are important but explains why they are important from a motivation-theory perspective.

Place, publisher, year, edition, pages
Journal of Applied Economics and Business Research, 2013
Keywords
Motivation, Continuous improvement, Lean production
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-100162 (URN)
Available from: 2013-10-30 Created: 2013-10-30 Last updated: 2017-12-06Bibliographically approved
Poksinska, B., Swartling, D. & Drotz, E. (2013). The daily work of Lean leaders – lessons from manufacturing and healthcare. Total Quality Management and Business Excellence, 24(7-8), 886-898
Open this publication in new window or tab >>The daily work of Lean leaders – lessons from manufacturing and healthcare
2013 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 24, no 7-8, p. 886-898Article in journal (Refereed) Published
Abstract [en]

The aim of this paper is to contribute to a better understanding of managerial practices and leadership in Lean organisations. The results presented here are based on five case studies. The manager's role changed radically with the implementation of Lean production. The focus in managerial tasks changed from managing processes to developing and coaching people. Supporting structures were developed to empower employees and give them more responsibility for daily management activities. These supporting structures included visual control, goal deployment, short daily meetings, two-way communication flow, and a system of continuous improvement. Many leadership behaviours exhibited by Lean managers can be classified as transformational leadership behaviours. However, the need for transformational leadership behaviours was smaller, if the supporting management structure was strong.

Keywords
Lean leadership, Lean production, transformational leadership, managerial tasks
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-94169 (URN)10.1080/14783363.2013.791098 (DOI)000321238300011 ()
Available from: 2013-06-17 Created: 2013-06-17 Last updated: 2017-12-06Bibliographically approved
Swartling, D. (2013). Towards Sustainable Improvement Systems. (Doctoral dissertation). Linköping: Linköping University Electronic Press
Open this publication in new window or tab >>Towards Sustainable Improvement Systems
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Improvements in general and sustainable improvements in particular are problematic areas. The failure rate is high, figures in the vicinity of 70 percent are often mentioned, but why is it so difficult to achieve sustainable improvement systems? The purpose of this dissertation is to contribute to understanding of the process and its mechanisms in creating a sustainable improvement system. The research questions are:

  • What is the process for creating a sustainable improvement system?
  • hat mechanisms influence the sustainability of improvement systems?
  • How do the different mechanisms influence the sustainability of improvement systems?

This dissertation is beyond searching for critical success factors for sustainable improvement systems but rather to identify and investigate mechanisms. Since mechanisms operate within a specific system they are by definition context dependent which critical success factors are not.

The method used to fulfil the purpose was a series of case studies. In total 13 cases has been studied through interviews, participating in meetings, working in the organisation and shadowing.

The research showed that there are major differences between different organisations in how they achieve a sustainable improvement system, despite this it was possible to a build a generic model. The model consists of three phases and three states.

The phases are initiation-transition-sustain. Each phase has a certain state that need to be reached before the next phase can start. The first state which is the outcome of the first phase is that the employees regard the changes as beneficial for them. The second state is that the employees have changed their thinking and behaviour and the third state is that the improvement system is sustainable.

Abstract [sv]

Förbättringar i allmänhet och uthålliga förbättringar i synnerhet är problematiska områden. Andelen misslyckanden är hög, siffror kring 70 procent nämns ofta, men varför är det svårt att uppnå långsiktigt uthålliga förbättringar och förbättringssystem? Syftet med denna avhandling är att bidra till förståelse av processen för att skapa långsiktigt uthålliga förbättringssystem. Forskningsfrågorna är:

  • Vilken är processen för att skapa ett uthålligt förbättringssystem?
  • Vilka mekanismer påverkar uthålligheten hos förbättringssystem?
  • Hur påverkar de olika mekanismerna förbättringssystemens uthållighet?

Denna avhandling går bortom att söka efter kritiska framgångsfaktorer för långsiktigt uthålliga förbättringssystem utan identifierar och undersöker mekanismer. Eftersom mekanismer verkar i ett specifikt system är de definitionsmässigt kontextuella vilket kritiska framgångsfaktorer inte är.

Metoden som använts för att uppfylla syftet är en serie fallstudier. Totalt 13 fall har studerats genom intervjuer, deltagande i möten, arbete i organisationen och skuggning.

Avhandlingen visar att det finns stora skillnader mellan hur olika organisationer uppnår långsiktigt uthålliga förbättringssystem, trots detta var det möjligt att bygga en generell modell, denna består av tre faser och tre tillstånd. Faserna är initiering överföring uthållighet. Varje fas har ett speciellt tillstånd som behöver uppnås innan nästa fas kan börja. Det första tillståndet är att de anställda ser förbättringarna som positiva för dem. Det andra tillståndet är att de anställda har förändrat sitt tankesätt och beteende. Det tredje tillståndet är ett uthålligt förbättringssystem.

Place, publisher, year, edition, pages
Linköping: Linköping University Electronic Press, 2013. p. 65
Series
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1552
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-100165 (URN)10.3384/diss.diva-100165 (DOI)978-91-7519-487-5 (ISBN)
Public defence
2013-11-29, A2, A-huset, Campus Valla, Linköpings universitet, Linköping, 10:15 (Swedish)
Opponent
Supervisors
Available from: 2013-10-30 Created: 2013-10-30 Last updated: 2015-01-19Bibliographically approved
Drotz, E., Poksinska, B. & Swartling, D. (2012). Lean in healthcare from the employee perspective. Paper presented at 15th QMOD conference on Quality and Service Sciences ICQSS 2012, 5-7 September, Poznan, Poland.
Open this publication in new window or tab >>Lean in healthcare from the employee perspective
2012 (English)Conference paper, Oral presentation only (Other academic)
Abstract [en]

Purpose

Several studies may be found on how Lean production is implemented in healthcare. Most articles include single case studies and are often published in medical journals. There is however a different tradition on how research is performed in medical and management sciences. The medical studies describe the state before and after an intervention or improvement program, but rarely pay attention to the implementation process and consider such important issues such as leadership, management processes and employee's role. There is a need for more management studies on Lean healthcare that focus not only on outcomes, but also on the context and factors that influence outcomes.

The purpose of the article is to contribute to the knowledge on how Lean production influences the daily work and routines of healthcare staff.

  1. What does it mean to employees to work in a Lean healthcare unit?
  2. How does a Lean implementation affect the role and responsibilities of the employees?

Methodology/Approach:

The data described in this paper comes from three case studies performed in healthcare organizations: two district care centres and one hospital unit. The data was collected through interviews, both with managers and employees, observations and document studies. The case organizations were described as successful Lean organizations and had worked with Lean for at least three years.

Findings

The implementation of Lean production often implies increased responsibility of employees for management of daily activities and increased participation in the improvement work. The influence of Lean on the daily work is however to great extent a matter of how the implementation is managed. In one case, Lean had been implemented by discrete projects, mainly conducted by the manager group with little effort on empowering the employees, increasing two-way communication and involvement in improvement work. Therefore, the role of the employees did not change much in conjunction with the Lean implementation. On the contrary, at another case the managers put a lot effort on coaching, developing and empowering the employees, and the improvement work had become an important working task for all employees. This led to a substantial improvement in the social climate, since the former barriers between different professions were weakened and the teamwork had increased.

The conclusion is that there are great potential benefits with a Lean implementation for the employees, but this can only be realized if the implementation is managed with a focus on the development of employees and a more open social structure. An important method to facilitate this is improvement groups with employees from different professions and functions within the organization that has an explicit ownership of the improvements, from idea to realization.  

Originality/Value of paper:

Lean Healthcare is relatively a new phenomenon and more research work is needed to determine the full range of implications of the concept. The paper increases the understanding of what Lean production actually means to the healthcare staff. This knowledge is vital for the success and sustainability of Lean improvement programs in healthcare. The paper is also an inspiring source for both researchers and healthcare professional who are interested in the application of lean production in healthcare.

Keywords
Lean production, healthcare, employees’ role
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-84722 (URN)
Conference
15th QMOD conference on Quality and Service Sciences ICQSS 2012, 5-7 September, Poznan, Poland
Available from: 2012-10-18 Created: 2012-10-18 Last updated: 2015-01-19
Poksinska, B., Swartling, D. & Drotz, E. (2012). The Daily Round of Lean Leaders - a Go to Gemba Study. In: Su Mi Dahlgaard-Park (Ed.), Proceedings of the 15th QMOD-ICQSS conference. Paper presented at 15th QMOD conference on Quality and Service Sciences, 5-7 September 2012, Poznan, Poland.
Open this publication in new window or tab >>The Daily Round of Lean Leaders - a Go to Gemba Study
2012 (English)In: Proceedings of the 15th QMOD-ICQSS conference / [ed] Su Mi Dahlgaard-Park, 2012Conference paper, Oral presentation only (Refereed)
Abstract [en]

The aim of this paper is to contribute to a better understanding of managerial practices and leadership in Lean organisations. The results presented in this paper are based on five case studies. The manager’s role changed radically with the implementation of Lean production. The focus in managerial tasks changed from managing processes to developing and coaching people. Supporting structures were developed to empower employees and give them more responsibility for the daily management activities. These supporting structures included visual control, goal deployment, short daily meetings, two-way communication flow, and a system of continuous improvement. Many leadership behaviours exhibited by Lean managers can be classified as transformational leadership behaviours. However, the need for transformational leadership behaviours was smaller, if the supporting management structure was strong. Our final conclusion is that the more successful case is a leader supported by the system than a system supported by leader.

Keywords
Lean leadership, Lean production, leadership behaviours, managerial tasks
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-86761 (URN)978-83-89333-46-9 (ISBN)
Conference
15th QMOD conference on Quality and Service Sciences, 5-7 September 2012, Poznan, Poland
Funder
Vinnova
Available from: 2013-01-03 Created: 2013-01-03 Last updated: 2015-01-19
Poksinska, B., Swartling, D. & Drotz, E. (2012). The Daily Round of Lean Leaders - a Go to Gemba Study. In: : . Paper presented at The 4th World P&OM conference, 1-5 July 2012, Amsterdam.
Open this publication in new window or tab >>The Daily Round of Lean Leaders - a Go to Gemba Study
2012 (English)Conference paper, Published paper (Other academic) [Artistic work]
Abstract [en]

The aim of this paper is to contribute to a better understanding of managerial practices and leadership in Lean organisations. The results presented in this paper are based on five case studies. The manager’s role changed radically with the implementation of Lean production. The focus in managerial tasks changed from managing processes to developing and coaching people. Supporting structures were developed to empower employees and give them more responsibility for the daily management activities. These supporting structures included visual control, goal deployment, short daily meetings, two-way communication flow, and a system of continuous improvement. Many leadership behaviours exhibited by Lean managers can be classified as transformational leadership behaviours. However, the need for transformational leadership behaviours was smaller, if the supporting management structure was strong. Our final conclusion is that the more successful case is a leader supported by the system than a system supported by leader.

Keywords
Lean leadership, Lean production, leadership behaviours, managerial tasks
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-80674 (URN)
Conference
The 4th World P&OM conference, 1-5 July 2012, Amsterdam
Available from: 2012-08-28 Created: 2012-08-28 Last updated: 2015-01-19Bibliographically approved
Poksinska, B. & Swartling, D. (2011). Building capability for Employee-Driven Innovation. Paper presented at 18th International Annual EurOMA Conference Exploring Interfaces.
Open this publication in new window or tab >>Building capability for Employee-Driven Innovation
2011 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Employee-Driven Innovation (EDI) is a companywide approach where ideas are generated and implemented by a single employee or by the joint efforts of two or more employees who have not been deliberately assigned to carry out innovative work. This paper aims to contribute to knowledge about the underlying mechanisms necessary for building EDI capability in an organisation. Two types of organisational structures supporting EDI were identified: participation through suggesting improvements, and participation through teams. The key managerial approaches for enabling EDI are: creating motivation, empowerment and autonomy; collaboration and teamwork; open climate and communication; management support; and organisational learning.

National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-73596 (URN)978-1-902546-93-3 (ISBN)
Conference
18th International Annual EurOMA Conference Exploring Interfaces
Available from: 2012-01-09 Created: 2012-01-09 Last updated: 2015-01-19
Swartling, D. & Olausson, D. (2010). Improvemts vs resources consumption: on the impact of continuous improvement approach. Paper presented at 2010 QMOD conference.
Open this publication in new window or tab >>Improvemts vs resources consumption: on the impact of continuous improvement approach
2010 (English)Conference paper, Published paper (Refereed)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-62693 (URN)
Conference
2010 QMOD conference
Available from: 2010-12-06 Created: 2010-12-02 Last updated: 2010-12-06Bibliographically approved
Organisations

Search in DiVA

Show all publications