Wincel / Kull, PhD / Kull People, Process, and Culture

Lean Manufacturing in the Real World
Erscheinungsjahr 2013
ISBN: 978-1-4665-5790-1
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 156 Seiten

Examining Lean processes in the context of the authors’ academic research in-progress, People, Process, & Culture: Lean Manufacturing in the Real World illustrates the impact of culture on the implementation of Lean Manufacturing (LM) across various geographic and cultural areas. It identifies cultural values, as examined against Lean manufacturing disciplines, and derives culturally based Lean Manufacturing (LM) values. It then assesses these cultural values in light of specific LM components, such as PULL systems and TPM, to demonstrate varying perspectives and applications.

- Illustrates global cultural influences on Lean implementation

- Uses academic research as the foundation of the material

- Examines the many Lean components currently in use around the world

Building on the continued prominence of LM as the preferred operational approach, the book supplies time-tested advice to help you sort through the flood of information on Lean techniques and culture. It examines the numerous Lean components currently being deployed successfully around the world and identifies the limitations that can result from the varying interpretations and applications of Lean systems.
Lean culture is all about Lean vision, mission, and values. This book not only identifies the Lean values required, but also supplies the understanding to integrate these values across all levels of your organization. The book will be especially helpful to international corporate managers working to demystify the sometimes hard-to-understand characteristics of Lean transformation.

Zielgruppe

Team leaders, management practitioners, international corporate managers, internal trainers, and mentors.

Autoren/Hrsg.

Wincel, Jeffrey P.

Kull, PhD, Thomas J.

Kull, Thomas J.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Produktionsmanagement, Qualitätskontrolle
• Wirtschaftswissenschaften Betriebswirtschaft Management Internationales Management
• Interdisziplinäres Wissenschaften Wissenschaft und Gesellschaft | Kulturwissenschaften Kulturwissenschaften
• Sozialwissenschaften Medien- und Kommunikationswissenschaften Kommunikationswissenschaften Interkulturelle Kommunikation & Interaktion

Inhaltsverzeichnis

Introducing the Lean Culture
Introduction
Countercultural Influences
The DNA of the Lean Manufacturing System
Complex and Organic
Questions to Consider

Developing Lean Values
Lean Manufacturing Components
Organizational Values
The Eight Lean Values
Lean Value Consistency
Highly Consistent Values
LM2 Time
LM3 Motivation
LM4 Variance
LM7 Control
Partially Consistent LM Values
LM1 Truth
LM5 Vocation
LM6 Cooperation
Focus LM8
Summary
Questions to Consider

The Hypotheses of Lean Culture
Developing the Hypotheses
Hypothesis 1: Lean Practices Are Positively Related to Performance
Moderating Influence of Culture on H1
Hypothesis 2: Institutional Collectivism Positively Affects LM Effectiveness
LM Action Example
Hypothesis 3: Uncertainty Avoidance Positively Affects LM Effectiveness
Hypothesis 4: Assertiveness Negatively Moderates LM Effectiveness
Hypothesis 5: Future Orientation Negatively Moderates LM Effectiveness
Hypothesis 6: Performance Orientation Negatively Moderates LM Effectiveness
Dimensions with No Net Influence on LM Effectiveness
Summary
Questions to Consider

Measuring Lean Culture
Methodology
Using the GLOBE Measures of Culture
Hierarchical Linear Model Approach
Summary
Questions to Consider

Assessing the Results
Data Analysis Summary
What Did the Data Show?
Overall Effectiveness of Lean Manufacturing
Effects of Country Cultural Dimensions
"No-Effect" Cultural Dimensions
Study Summary
Questions to Consider

The Implications of Lean Culture
Introduction
Theoretical Implications
Organic World Complexity
Managerial Implications
Countries of Choice
How versus What to Implement
Questions to Consider

Conclusions
The Global Profile
The Global Cultures
Region/Culture: Anglo
Region/Culture: Latin Europe
Region/Culture: Nordic Europe
Region/Culture: Germanic Europe
Region/Culture: Eastern Europe
Region/Culture: Latin America
Region/Culture: Sub-Saharan Africa
Region/Culture: Middle East
Region/Culture: Southern Asia
Region/Culture: Confucian Asia
Ranking the Cultures and Countries
Summary
Questions to Consider

Appendix: Studies, Data, and Analysis
Lean Expert Survey
Lean Manufacturing Definition
Value Dimensions with Clear Distinctions
Truth
Motivation
Vocation
Interdependence
Value Dimensions with a Slight Distinction
Time
Control
Study Data
Bibliography
Glossary
Index

Über Autor(innen)

Jeffrey P. Wincel is founder and president of LSC Consulting Group - an independent professional consulting service specializing in Lean supply chain management. Mr. Wincel was also an adjunct professor of supply chain management for Grand Valley State University’s MBA and undergraduate programs. In 2004, Mr. Wincel released his first book through Productivity Press, titled Lean Supply Chain Management: A Handbook for Strategic Procurement. Previously Mr. Wincel served as VP & General Manager and Vice President of Corporate Procurement & Materials for Donnelly Corporation. Prior to Donnelly Corporation, Mr. Wincel served as Director of Worldwide Purchasing for TRW-Vehicle Safety Systems, Inc (VSSI) & Director of Worldwide Purchasing for TRW Occupant Restraints System Group (ORSG).

Mr. Wincel has a Master’s of Business Administration (MBA) from Michigan State University; has been selected as one "Pros to Know" by Supply & Demand Chain Executive Magazine in 2002, 2004, 2007, & 2012. He is a frequent contributor to many professional & industry publications, including Supply Chain Management Review and Purchasing Magazine. Mr. Wincel has also been a featured presenter at the University of Michigan Conference on Lean Manufacturing, the National Manufacturing Week Conference, the Institute for Supply Management, and the Institute for International Research. Mr. Wincel has also been a panelist on the ISM national satellite education series.

Thomas J.Kull is an assistant professor of supply chain management in the W.P. Carey School of Business at Arizona State University. Along with 13 years of industry experience in the steel processing, automotive, and construction equipment industries; he also holds a PhD in operations and sourcing management from Michigan State University. He researches behavioral issues in operations and supply chain management, as well as supply chain risk issues. He has published in the Journal of Operations Management, Journal of Supply Chain Management, Decision Sciences Journal, IEEE Transactions on Engineering Management, European Journal of Operational Research, and International Journal of Operations and Production Management. He serves on numerous editorial review boards, including Journal of Operations Management, Decision Sciences Journal, Journal of Business Logistics, and Journal of Supply Chain Management. He is a member of the Decision Sciences Institute, Academy of Management, and Production and Operations Management Society.