Is there a relationship between Lean Leaders and healthy co-workers?

Bäckström, Ingela; Ingelsson, Pernilla

doi:10.12776/qip.v19i2.609

Cited by 14 publications

(8 citation statements)

References 29 publications

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“…They state that it seems that the effect is more a result from the implementation process and the context in which lean is being implemented (Hasle et al, 2012). Bäckström and Ingelsson (2015) found a positive correlation between the co-workers' perception of their health and lean leadership and lean values in their study at a municipality. When examining QM in relation to lean and from both a worker health and safety and operational performance perspective, Longoni et al (2013) conclude that QM needs to be further explored in relation to the wider lean context.…”

Section: Qm Initiatives and Co-worker Healthmentioning

confidence: 99%

The need for a long-term mindset when measuring the effects of lean on health-related quality management values

Ingelsson

Bäckström

2017

IJWHM

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Purpose The purpose of this paper is to investigate the effects a lean initiative has on the health-related quality management (QM) values, “Leadership Commitment” and “Participation of Everybody,” as well as on perceived co-worker health in the public sector. Design/methodology/approach A case study was carried out at a municipal division that had been working with lean for approximately 18 months. A questionnaire was used to measure the effect on health-related QM values both before and after the initial 18 month period. Documents from the intended lean implementation were studied at the starting point and after 18 months; this was followed up by examining new documents. The results from the questionnaires were analyzed using SPSS and the documents were analyzed by means of document comparisons and consensus discussion in the research group. Findings The effects on the health-related QM values; “Leadership Commitment” and “Participation of everybody” in this study showed that the values still permeated the organization to a relatively high extent after 18 months but that no statistical differences can be shown between the two measurement points. When measuring what effects a lean initiative has on values, a period of 18 months might be too short, if significance changes are expected. None the less, the results can be a way of monitoring the development of these softer values. Something that is equally important is to see if there have been any major changes, as a way of keeping the work with building a new culture alive and in focus. The results strengthen the assumption that a long-term mindset is needed when QM initiatives such as lean are applied within an organization especially when changes to values and workplaces are expected. Originality/value This study has further explored the QM in relation to lean in the respect of how the QM values “Leadership commitment” and “Participation of Everybody” are effected by a lean initiative.

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Section: Qm Initiatives and Co-worker Healthmentioning

confidence: 99%

The need for a long-term mindset when measuring the effects of lean on health-related quality management values

Ingelsson

Bäckström

2017

IJWHM

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“…Secondly, the results were analysed in order to examine the relationship between Lean values and perceived co-worker health and the result was recently presented in Bäckström and Ingelsson (2015). The mean value and the standard deviation of each variable was also calculated.…”

Section: Methodology and Case Descriptionmentioning

confidence: 99%

“…Lean can have both positive and negative effects on the working environment and it depends on how it is practiced within the organisation (Hasle, et al, 2012). Recent research has found positive correlations between Lean values, Lean Leadership and co-workers' perception of their health (Bäckström and Ingelsson, 2015) but Lean has also been criticized for impacting negatively on the working environment. Research of the use of Appreciative Inquiry has increased drastically in recent years especially in public organisations (see for instance Carter, 2006), but research combining Lean and Appreciative Inquiry is rather rare (Hansen, 2015).…”

Section: Introductionmentioning

confidence: 99%

Measuring Appreciative Inquiry, Lean and Perceived Co-worker Health

Bäckström

Ingelsson

2016

QIP Journal

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“…LL is a meticulous system used for the sustainable implementation and continuous improvement of Lean Production [6]. It describes the cooperation of company officials and leaders in their mutual pursuit of perfection [7].…”

Section: Literature Reviewmentioning

confidence: 99%

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Rodrigues

Sá

Silva

et al. 2020

Systems

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The main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance/Equipment, Process/Products, Leadership/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company’s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees’ energies, which culminates in better operational efficiency and an increase in the employees’ overall positive perceptions of their company’s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible.

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Is there a relationship between Lean Leaders and healthy co-workers?

Cited by 14 publications

References 29 publications

The need for a long-term mindset when measuring the effects of lean on health-related quality management values

The need for a long-term mindset when measuring the effects of lean on health-related quality management values

Measuring Appreciative Inquiry, Lean and Perceived Co-worker Health

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

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