Lean behaviors

Abstract

Seeks to extend the traditional understanding of productivity by more closely coupling task and behavioral elements of work within the bounds of 1890s mass production principles and 1990s lean production principles. Comparisons are made between common batch and queue manufacturing methods and the typical behaviors exhibited by people in the workplace which are known to be deficient in their ability to establish trust and gain commitment. A new model for leadership and organizational behavior based upon the philosophy and practice of lean production is presented, and contains concrete symbols rooted in behavioral science, philosophy, economics, and industrial engineering. The practice of lean behaviors is shown to be an essential element for producing healthy work environments that can lead to economic growth, as well as help businesses sustain efforts to become lean producers. The principal focus is on how individuals can consistently behave in ways that create value, with the goal of eliminating waste in both intra‐ and interpersonal relationships. Also included are guidelines to facilitate the selection and development of people that possess basic capabilities for eliminating waste in their thoughts and actions.

Green competence framework: evidence from China

“…Such arguments are further substantiated with findings that suggest self-motivation and avoidance of negative environmental impact can be compared with lean behaviour of individuals (Emiliani, 1998). Individuals who exhibit lean behaviors resist any form of waste, in contrast with individuals with "fat" behaviors who easily participate in non-value added activities.…”

“…Individuals who exhibit lean behaviors resist any form of waste, in contrast with individuals with "fat" behaviors who easily participate in non-value added activities. More interestingly, Emiliani, (1998), posited that lean behaviour is positively associated with financial performance and quality of everyday life in the workplace.…”

The daily work of Lean leaders – lessons from manufacturing and healthcare

“…The culture must support the employees doing the work (Liker, 2004) and be characterized by trust, shared responsibility, and openness to experimentation without fear of failure (Mann, 2005). Some authors state that effective Lean leadership involves behaviours that foster participation and employee empowerment (Emiliani, 1998;Found and Harvey, 2007). Lean leaders do not solve problems themselves, but instead ask employees questions to encourage them to think problems through for themselves (Liker, 2004;Spear, 2004).…”

“…Publications found in this area (see e.g. Emiliani, 1998;Flinchbaugh et al, 2008;Mann, 2009) have weak connection to theory or are often based on "common sense". There is a need for research-based studies that provide a deeper understanding of Lean leadership and Lean management practices and position them in relation to contemporary leadership theory.…”

Sistemática de transformação: desenvolvimento teórico para o alinhamento entre estratégia e cultura organizacional nos projetos de <i>Lean</i>

“…O fato é: as organizações estão constantemente duelando em seus mercados, sejam elas as líderes de mercado ou não, todas buscam realizar melhorias e mudanças organizacionais tendo como objetivo se manterem competitivas. Um bom exemplo desta busca por competitividade, é o rápido crescimento de diversos Programas de Melhoria Contínua (TQM, Six Sigma e Lean), objetivando reduzir custos e melhorar a qualidade das empresas (Smeds, 1994;Emiliani, 1998;Handel, 2009;Snee, 2010). Em pouco menos de 20 anos, final do Século XX e início do Século XXI, estes programas não apenas se espalharam por todo o segmento Automobilístico, como também atingiram diversas empresas de Serviços: bancos, hospitais e hotéis, para não citar outros exemplos, passaram a alocar recursos organizacionais para implementar tais práticas e conceitos (Talib et al, 2010).…”