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| Fältnamn | Indikatorer | Metadata |
|---|---|---|
| 000 | 03275naa a2200337 4500 | |
| 001 | oai:DiVA.org:mdh-11296 | |
| 003 | SwePub | |
| 008 | 110103s2010 | |||||||||||000 ||eng| | |
| 024 | 7 | a https://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-112962 URI |
| 024 | 7 | a https://doi.org/10.1108/014451510110297542 DOI |
| 040 | a (SwePub)mdh | |
| 041 | a engb eng | |
| 042 | 9 SwePub | |
| 072 | 7 | a ref2 swepub-contenttype |
| 072 | 7 | a art2 swepub-publicationtype |
| 100 | 1 | a Yamamoto, Yujiu Mälardalens högskola,Akademin för innovation, design och teknik,Innovation and product realization4 aut0 (Swepub:mdh)yyo01 |
| 245 | 1 0 | a Fundamental mindset that drives improvements towards lean production |
| 264 | 1 | b Emerald,c 2010 |
| 338 | a print2 rdacarrier | |
| 520 | a The purpose of the paper is to present a fundamental mindset that an experienced Japanese Toyota Production System (TPS) consultant has when he drives a series of improvement activities during a lean transformation.Design/methodology/approachThe main author of this paper conducted participant observations on two lean transformation cases at two medium‐sized Swedish manufacturing companies. The studied lean transformations are driven by the mentioned Japanese consultant. Before he became a consultant, he had practiced TPS more than 20 years at a supplier company of Toyota.FindingsInstead of making a detailed plan to implement lean production, the consultant focuses on creating the need for improvement. The identified fundamental mindset that drives a lean transformation can be described as “occasionally by force, create a situation where people have no choice (or little choice) but to feel the need of improvement. The situation is such that it brings different problems up to surface. Through letting people solve the problems one‐by‐one, the performance of the operation as well as the capability of individual and organizational learning are improved.” Various lean techniques are simply used based on the surfaced problems.Originality/valueThe recent research shows that a contingent nature is required in lean transformation, especially when it requires an organizational cultural change. However, a limited number of researches have shown practical ways of conducting a lean transformation with a contingent approach. The paper identifies a simple but practical way of doing it. | |
| 650 | 7 | a TEKNIK OCH TEKNOLOGIERx Maskinteknikx Produktionsteknik, arbetsvetenskap och ergonomi0 (SwePub)203072 hsv//swe |
| 650 | 7 | a ENGINEERING AND TECHNOLOGYx Mechanical Engineeringx Production Engineering, Human Work Science and Ergonomics0 (SwePub)203072 hsv//eng |
| 653 | a Manufacturing engineering | |
| 653 | a Produktionsteknik | |
| 653 | a Innovation and Design | |
| 653 | a innovation och design | |
| 700 | 1 | a Bellgran, Monicau Mälardalens högskola,Akademin för innovation, design och teknik,Innovation and product realization4 aut0 (Swepub:mdh)mbn11 |
| 710 | 2 | a Mälardalens högskolab Akademin för innovation, design och teknik4 org |
| 773 | 0 | t Assembly Automationd : Emeraldg 30:2, s. 124-130q 30:2<124-130x 0144-5154x 1758-4078 |
| 856 | 4 8 | u https://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11296 |
| 856 | 4 8 | u https://doi.org/10.1108/01445151011029754 |
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