Turning the lean world upside down

Abstract

Purpose The purpose of this paper is to extend the People Value Stream concept further by developing a view of what the world would look like through the eyes of a positive psychology employee-centred lens. The authors hope to provide a frame for further discussion, research and practical application in this area. Design/methodology/approach In this conceptual paper, the authors draw on their collective 120 plus years of experience with Lean and Human Resource Management through leading, teaching, researching and consulting in the area. Findings The People Value Stream concept is extended here by ideating how the “Voice of the Employee” could be used to enhance the existing knowledge of Lean. Relying on a range of cognitive psychological theories, particularly Self-Determination Theory, the authors show how it might be possible to develop a highly engaged workforce primarily by unlocking their intrinsic motivation through a “Self-Development and Growth Cycle”. This cycle is the people-improvement version of the seminal Deming process-improvement PDCA cycle. It can be applied within a job crafting “Personal Cockpit”. The authors also highlight a range of outputs and wider implications that create a pull for team leaders and senior management wishing to move to a real Servant Leader model. It will also help those developing and supporting people-related policies and procedures both within organisations and in trade unions. Originality/value This paper turns the existing literature about people within Lean upside down. To the best of the authors’ knowledge, for the first time in an academic paper, it discusses what would be the implications for the Lean world if the authors truly started understanding and deploying the explicit “Voice of the Employee” rather than just the established Lean “Voice of the Owner”-led Hoshin Kanri approach. The authors show how a lack of knowledge in these areas by the Lean community is limiting Lean’s engagement of people and its sustainability.

Information Security and Risk Control Model Based on Plan-Do-Check-Action for Digital Libraries

“…V Q represents the vulnerability assignment obtained from statistical analysis. Table 1 depicts the information security and risk indicators of the constructed DL [18].…”

The mental and physical wellbeing flow within the People Value Stream

“…The concepts in Human Centred Lean [15] are expanded upon in the follow-on work "Turning the Lean World Upside Down" [15] which explores the levels of organisational maturity from the 'traditional approach' to the 'classic Lean approach' to the 'People Value Stream' approach. The leadership style shifts through these different levels from 'transactional leadership' to 'transformational leadership' through to 'servant or coaching leadership'.…”

“…The Mental & Physical Wellbeing flow is designed to enable individuals to develop their personal meaning and wellness throughout their lifetime through the proactive improvement of all aspects of their health supported by their team and the wider leadership of their organisation. Following the approach presented by Hines et al [15] we will show how the area of Mental & Physical Wellbeing might be developed from the Stage 1, Traditional Organisation, through the Stage 2 Classic Lean Organisation to the stage 3, People Value Stream Organisation.…”

Layout Design Based on Capacity Planning at Mika MSMEs Using BOL Approach and BLOCPLAN Algorithm

“…Selain diperlukan analisis perhitungan kapasitas produksi, digunakan pula tools process activity mapping (PAM) sebagai pengidentifikasian proses kerja value added (VA), non-value added (NVA), dan necessary non-value added (NNVA) [5] pada produksi baju gamis. Diketahui bahwa VA adalah aktivitas yang bernilai tambah pada pembuatan produk akhir, NVA adalah akivitas tidak menambah nilai pada hasil finish product, sedangkan NNVA aktivitas yang tidak menambah nilai tetapi aktivitas ini dibutuhkan untuk pembuatan proses produksi [6] [7]. Penggunaan tools PAM ini dilakukan agar dapat mengidentifikasi permasalahan lainnya pada UMKM Mika dari ketidaktercapaian produksi baju gamis, dapat dilihat hasil perolehan PAM pada Tabel 2.…”