The Daily Round of Lean Leaders - a Go to Gemba Study
2012 (English)Conference paper (Other academic) [Artistic work]
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.
Place, publisher, year, edition, pages
Lean leadership, Lean production, leadership behaviours, managerial tasks
Economics and Business
IdentifiersURN: urn:nbn:se:liu:diva-80674OAI: oai:DiVA.org:liu-80674DiVA: diva2:547783
The 4th World P&OM conference, 1-5 July 2012, Amsterdam