Learning to evolve

Abstract

The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development of the lean concept. Despite successful applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high-volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research.

Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation

“…The concept has simultaneously spread to service industries and the public sector with the evolution of lean thinking, in which organisational learning and local adaptions have become important principles (Hines, Holweg, & Rich, 2004;Procter & Radnor, 2014). In Scandinavia, lean has developed in a soft direction, where employee participation is emphasised over specific tools and techniques (Sederblad, 2013).…”

“…From around 2000, researchers looked for things that were 'lost in translation' between Toyota and the West (Nicholas, 2014): leadership style (Liker & Convis, 2012), culture (Liker & Hoseus, 2008), and ways of improving and learning (Rother, 2010). Furthermore, lean has become something beyond 'what Toyota would do': a general 'philosophy', which can be translated and adapted to different corporate contexts (Hines et al, 2004). In Scandinavia, a wave of 'soft lean' has been aligned with traditions of employee participation, emphasising the involvement of front-end employees and learning through continuous improvement (Sederblad, 2013).…”

“…At first, it was considered a technical approach, based on applying specific Toyota techniques such as kanban and just-in-time logistics. Lean was later described as a management system for the whole organisation and supply chain, with an emphasis on contingencies and organisational learning (Hines et al, 2004). From around 2000, researchers looked for things that were 'lost in translation' between Toyota and the West (Nicholas, 2014): leadership style (Liker & Convis, 2012), culture (Liker & Hoseus, 2008), and ways of improving and learning (Rother, 2010).…”

Identificação e classificação de riscos na implantação da produção enxuta

“…Há várias décadas, iniciativas de implantação da produção enxuta (IPE), ou sistema lean, vêm sendo realizadas por empresas de diversos setores ao redor do mundo (Krafcit, 1988;Womack & Jones, 1996;Hines et al, 2004). Uma pesquisa de âmbito mundial, conduzida pelo Lean Enterprise Institute (2007) com 2440 empresas pertencentes a uma base de dados desta organização, demonstrou que 59% delas estavam em fase de planejamento ou iniciando a IPE em áreas-piloto.…”

“…Cabe enfatizar que o uso da perspectiva da gestão de riscos no estudo da IPE não significa que ela deve se entendida como um projeto. Um dos princípios-chave do lean é a melhoria contínua, o que implica a ausência de um fim no processo de implantação, como geralmente ocorre em projetos (Hines et al, 2004;Papadopoulou & Özbayrak, 2005;Pettersen, 2009).…”