Investigating employee resistance to Lean transformation: UK case study.

J. Bruce, Philip Scott, Martyn Roberts

Research output: Contribution to conferencePaperpeer-review

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Abstract

Lean is a business process transformation approach that eliminates ‘wastes’ – activities that generate no value for the customer. Lean originated from the production line but is widely implemented in the service sector. This study investigates human and social factors in a Lean transformation in a ‘knowledge worker’ environment. We identify a paradox: a successful Lean programme in the service sector develops staff who are educated and empowered and thus potential opponents to future business change. We offer five recommendations for organizations undertaking Lean transformations: (1) Build an in-house organization-wide ‘Lean Team’ to drive the programme rather than hiring external consultants; (2) Ensure participation is recognized and rewarded; (3) Replace departmental parochialism with a genuinely corporate vision; (4) Align the Lean programme with corporate information strategies; (5) Incorporate Lean thinking into the organizational culture.
Original languageEnglish
Publication statusPublished - 12 Apr 2011
EventUK Academy for Information Systems - St Catherine's College, Oxford University, Oxford, United Kingdom
Duration: 12 Apr 201113 Apr 2011

Conference

ConferenceUK Academy for Information Systems
CountryUnited Kingdom
CityOxford
Period12/04/1113/04/11

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