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Cultural Aspects when Implementing Lean Production and Lean Product Development: Experiences from a Swedish Perspective
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Logistik- och kvalitetsutveckling. Linköpings universitet, Tekniska fakulteten.
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Logistik- och kvalitetsutveckling. Linköpings universitet, Tekniska fakulteten.
Department of Production System Development, Swerea IVF, Mölnda l, Sweden.
Swerea IVF AB, Mölndal, Sweden.
2014 (Engelska)Ingår i: Quality Innovation Prosperity, ISSN 1335-1745, E-ISSN 1338-984X, Vol. 18, nr 1, s. 125-140Artikel i tidskrift (Övrigt vetenskapligt) Published
Abstract [en]

Lean principles and methods, originating in a Japanese cultural context, have spread to a large number of companies throughout the world. The aim of this case study research is to identify and compare national cultural aspects that influence Lean Production and Lean Product Development implementation in Swedish companies. Data were collected through questionnaires, interviews and an industrial workshop with Swedish Lean practitioners. The study shows that some sub-areas in Lean, such as value definition, control systems, leadership, team development, knowledge management, and strategies, are highly dependent on contextual factors related to human, cultural and organizational aspects. These are related to the national culture and should be considered to a higher extent for successful sustainable implementation of Lean in different cultural contexts. As for implementing Lean in Sweden, national cultural characteristics, such as individualism, autonomy and supportive management style fit well with Lean thinking.

Ort, förlag, år, upplaga, sidor
2014. Vol. 18, nr 1, s. 125-140
Nyckelord [en]
National cultural characteristics; organizational development; case study
Nationell ämneskategori
Ekonomi och näringsliv Globaliseringsstudier
Identifikatorer
URN: urn:nbn:se:liu:diva-122733DOI: 10.12776/qip.v18i1.321OAI: oai:DiVA.org:liu-122733DiVA, id: diva2:872427
Tillgänglig från: 2015-11-18 Skapad: 2015-11-18 Senast uppdaterad: 2018-01-10Bibliografiskt granskad
Ingår i avhandling
1. Cross-Cultural Challenges in Product Realization Process
Öppna denna publikation i ny flik eller fönster >>Cross-Cultural Challenges in Product Realization Process
2015 (Engelska)Licentiatavhandling, sammanläggning (Övrigt vetenskapligt)
Abstract [en]

With increased global competition, companies need to diversify their product realization process to gain advantages offered by different geographical areas. However, different cultural backgrounds of people and companies situated around the world can lead to challenges in crosscultural collaboration. Taking into account the whole product realization process, this thesis focuses on the three main areas of the product realization research field: product development, product introduction, and production ramp-up/serial production. The aim is to identify crosscultural challenges in the product realization process and contribute to knowledge on possible strategies facilitating a cross-cultural collaboration.

This thesis is based on a qualitative research approach. First, a systematic literature review was conducted to explore the research field and gain more understanding regarding challenges in cross-cultural human collaboration. Then, case study methodology was adopted to explore cross-cultural transfer of management concepts and possible strategies to facilitate crosscultural human collaboration.

Results reveal that cross-cultural challenges exist both directly, when people from different cultural backgrounds work together, and indirectly, when management concepts are transferred across cultural contexts. In the case of human collaboration, different cultures lead to crosscultural challenges such as misunderstanding, tensions at work, difficulties in communication and knowledge transfer as well as a mismatch in resource planning and control. Regarding transfer of management concepts, there is a cultural imprint in management concepts causing challenges when they are implemented in a different culture. However, this is a two-way adaptation in which both the organization and some principles of the management concepts can be adapted to better fit with each other during the implementation process.

The study also suggests that Quality Management is a possible strategy to mitigate crosscultural challenges in human collaboration. Quality Management may serve as a guideline to establish working procedures to facilitate collaboration and help employees overcome cultural boundaries.

Ort, förlag, år, upplaga, sidor
Linköping: Linköping University Electronic Press, 2015. s. 62
Serie
Linköping Studies in Science and Technology. Thesis, ISSN 0280-7971 ; 1736
Nationell ämneskategori
Ekonomi och näringsliv Globaliseringsstudier
Identifikatorer
urn:nbn:se:liu:diva-122735 (URN)978-91-7685-881-3 (ISBN)
Presentation
2015-11-25, ACAS, Hus A, Campus Valla, Linköpings universitet, Linköping, 10:15 (Engelska)
Handledare
Tillgänglig från: 2015-11-18 Skapad: 2015-11-18 Senast uppdaterad: 2018-01-10Bibliografiskt granskad

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