Building a Lean Culture: Engaging the Value Stream

Hackler, Cory; Byse, Erika; Alves, Thaís da C. L.; Reed, Dean

doi:10.24928/2019/0169

Cited by 4 publications

(7 citation statements)

References 5 publications

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“…In 2020, students will take a first-time offered "leanifed" class which involves less outside content. This version focuses more on the content that is specific to the roles, positions, and work within the industry which participants have been requesting (Hackler et al 2017(Hackler et al , 2018(Hackler et al , 2019. Student feedback, along with an increase in recruited facilitators, will verify if the content and the flipped classroom method is working.…”

Section: Discussion and Futurementioning

confidence: 99%

“…The content is adapted to meet the requirements of the learners (internal customers) by eliminating wasteful curriculum, adding the construction perspective, and adding improved technology. As described in previous papers (Hackler et al 2017(Hackler et al , 2018(Hackler et al , 2019, the Leancor Lean Leadership Virtual Certificate Course content (Gran et al 2012) was transferred to our Learning platform to manage registration and standardize the delivery. This immediately eliminated students from dropping the class out of sheer frustration.…”

Section: Story 3: Training Delivery Customizationmentioning

confidence: 99%

“…The Lean Leadership Program (LL) started in 2015 with the goal of creating a culture of sustained learning and leadership at the company, and has been discussed previously in the IGLC community (Hackler et al 2017(Hackler et al , 2018(Hackler et al , 2019. However, the year 2019 was a breakthrough year for the LL because graduates of the course became the teachers of the content.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Customizing Lean Leadership: New Facilitator Case Studies

Hackler¹,

Byse²,

Hoots³

et al. 2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

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This paper presents the fourth issuance of Building a Lean Culture with a Lean Leadership (LL) training program initiated by the company. So far, the LL program has reached over five hundred participants. Over the last year, the program "grew" new passionate facilitators who then taught their Business Units and Departments. These new facilitators engaged with their students at a much deeper level by applying the concepts specifically to meet their needs. The connection was cultivated organically because both the teachers and students had a personal and professional relationship already in place from working together. This paper shares success stories from the new facilitators on how their teams, in the company's value stream, applied LL knowledge to their business. The concepts were applied in a variety of ways including go to the Gemba as a customer strategy for computer specialists, who typically work in the office. Transforming the company's business includes all leaders teaching LL as a key part of their skillsets to improve organizational health. The program's main goal is to disseminate lean through the company to support "the Leadership model" described by Howell (Howell et al. 2004) which is "coaching and continual fostering of an organizational environment conducive to building trust among people for collaboration, learning, and innovation".

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Section: Discussion and Futurementioning

confidence: 99%

Section: Story 3: Training Delivery Customizationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Customizing Lean Leadership: New Facilitator Case Studies

Hackler¹,

Byse²,

Hoots³

et al. 2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

Self Cite

View full text Add to dashboard Cite

show abstract

“…Human facet of lean thinking: an overview of the literature Lean Thinking was coined in 1996 by James P. Womack and Daniel T. Jones, who defined it as a multi-faceted approach to business. It is an approach that must be imbibed within the culture of the organization (Thirkell and Ashman, 2014;Sparrow et al, 2014;Tortorella and Fogliatto, 2014;Kull et al, 2014;Basu et al, 2018;Pearce et al, 2018;Dorval et al, 2019;Hackler et al, 2019;Hardcopf et al, 2021) and ought to be according to the visions and objectives of the organizations (Liker and Hoseus, 2008). Inculcating Lean Thinking in an organization implies a possible change in the thinking process, with organizational culture and leadership (Laureani and Antony, 2018), supporting the inculcation process.…”

Section: Introductionmentioning

confidence: 99%

Human resources practices as a moderator for inculcating lean thinking in IT organizations – an empirical approach

Megha,

Srikantha Dath

2023

BPMJ

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PurposeHuman Resource Practices (HRPs) have undergone a revolutionary change, with their practices being more strategic for facilitating the change process. Extant literature studies the impact of Lean Thinking Practices (LTPs) on Organizational Performance (OP). However, the role of HRP as a strategic partner in the inculcation of LTP appears to have been explored sparingly. Hence, this paper aims to identify the specific HRPs that enhance the impact of Lean Thinking on OP.Design/methodology/approachA cross-sectional survey method was adopted. A total of 528 responses from IT organizations across various levels and processes were collected. The proposed conceptual framework was tested and validated SPSS-Process Macro.FindingsFindings revealed that the presence of HRPs as moderators is significantly impacting the relationship between LTP and OP. LTP when moderated by HRPs significantly impacts employee well-being when compared to other performance variables.Originality/valueThis study is a maiden attempt to study the role of HRP in the inculcation of LTP in IT organizations. Earlier studies, which have mainly concentrated on the need for Human Resource (people) involvement, have spoken and researched less about the specific HRPs in the inculcation of LTP. An empirically validated specific HRP for inculcating LTP in IT organizations is a significant contribution.

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“…In this paper, a Lean Implementation Plan is proposed to identify Lean tools, methods, and approaches that allow mitigation of the factors causing delays and cost overruns in construction projects. These Lean tools have been extracted through a literature review, according to the State of Art and Practice (Arroyo et al 2019;Castiblanco et al 2019;Farzad and Cameron 2019;Giménez et al 2019;Gómez-Sánchez et al 2019;Hackler et al 2019;Ryan et al 2019;Salazar et al 2019;Skaar 2019;Taggart et al 2019).…”

Section: Introductionmentioning

confidence: 99%

Lean Tools Proposal to Mitigate Delays and Cost Overruns in Construction Projects

Gómez-Cabrera¹,

Salazar²,

Ponz-Tienda³

et al. 2020

Annual Conference of the International Group for Lean Construction

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Construction projects are carried out under the triple constraint of cost, time, and scope, as stated in the project management literature. However, time and cost deviations in the construction industry are frequent, and their magnitude in many cases is considerable, generating harmful consequences. This paper developed a literature review to examine 33 research papers published since 1988 in the Web of Science database to identify the main factors causing these deviations, demonstrating that there is no evidence that it is a problem exclusive from a region, country, or project type. A list of 74 factors has been identified from the top ten reported in each paper. The factors were grouped, taking into account their origin. Simultaneously through literature review, tools, methods, and approaches of Lean Construction were also identified, and after an analysis of its nature, these tools were assigned to the previously identified factors considering the possibilities to mitigate their effects. For more than 88% of the identified factors, a Lean tool, method, or approach was identified, demonstrating that both topics are related, and the body of literature developed must be integrated.

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Building a Lean Culture: Engaging the Value Stream

Cited by 4 publications

References 5 publications

Customizing Lean Leadership: New Facilitator Case Studies

Customizing Lean Leadership: New Facilitator Case Studies

Human resources practices as a moderator for inculcating lean thinking in IT organizations – an empirical approach

Lean Tools Proposal to Mitigate Delays and Cost Overruns in Construction Projects

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