The moderating effect of management behavior for Lean and process improvement
| Autor: | Marcel F. van Assen |
|---|---|
| Rok vydání: | 2018 |
| Předmět: |
Process management
Strategy and Management Operating procedures media_common.quotation_subject 05 social sciences Process improvement Management Science and Operations Research Lean manufacturing Industrial and Manufacturing Engineering Active steering Promotion (rank) Work (electrical) Management of Technology and Innovation 0502 economics and business Survey data collection 050211 marketing Business Performance improvement 050203 business & management media_common |
| Zdroj: | Operations Management Research. 11:1-13 |
| ISSN: | 1936-9743 1936-9735 |
| DOI: | 10.1007/s12063-018-0129-8 |
| Popis: | It is commonly agreed that the success of Lean management is not only determined by its technical practices, but also by the so-called soft practices such as behavior and actions of employees and management. Lean Management behavior is in itself paradoxical in nature as it incorporates technical aspects (e.g., fact-based management, analysis and adhering to the standard operating procedures for sake of efficiency) and social, follower-related aspects (e.g., promotion of employee responsibility to continuously improve their work processes). In this paper, we investigate the (moderating) effect of some important Lean related management actions on the relationship between Lean and the level of process improvement: i) envisioning and communicating the meaning of Lean, ii) setting goals and active steering on improvement performance metrics and ii) encouraging continuous improvement. Survey data of 178 responses from Dutch organizations, shows that these management actions have a positive effect on both Lean and the level of process improvement. In addition, active steering on performance improvement has a reinforcing effect on the relationship between Lean and process improvement. For respondents with a low level of steering on performance improvement Lean does not lead to process improvement, while it does for respondents with average and high levels of steering on performance improvement. The more management operates on performance improvement, the more Lean will result in a higher level of process improvement. |
| Databáze: | OpenAIRE |
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