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Towards a Lean Integration of Lean

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Towards a Lean Integration of Lean Mälardalen University Press Licentiate Theses No. 205 Mälardalen University Press Licentiate Theses No. 205 TOWARDS A LEAN INTEGRATION OF LEAN TOWARDS A LEAN INTEGRATION OF LEAN Christer Osterman 2015 Christer Osterman 2015 School of Innovation, Design and Engineering School of Innovation, Design and Engineering Copyright © Christer Osterman, 2015 ISBN 978-91-7485-208-0 ISSN 1651-9256 Printed by Arkitektkopia, Västerås, Sweden Abstract Integrating Lean in a process has become increasingly popular over the last decades. Lean as a concept has spread through industry into other sectors such as service, healthcare, and administration. The overwhelming experience from this spread is that Lean is difficult to integrate successfully. It takes a long time and requires large resources in the integration, as it permeates all aspects of a process. Lean is a system depending on both tools and methods as well as human effort and behavior. There is therefore a need to understand the integration process itself. As many companies have worked with the integration of Lean, there should be a great deal of accumulated knowledge. The overall intent of this research is therefore to examine how a current state of a Lean integration can be established, that takes into account the dualism of Lean regarding the technical components of Lean, as well as the humanistic components of Lean. Both issues must be addressed if the integration process of Lean is to be efficient. Through a literature review, eight views of Lean are established. Taking into consideration historical, foundational, and evolutionary tools and methods, systems, philosophical, cultural, and management views, a comprehensive model of Lean at a group level in a process is proposed. Through two multiple-case studies, the experiences of actual Lean integrations are compared with Lean theory to establish a current state of a Lean integration. There were large similarities in the experiences but also differences due to context and the complexity of Lean as a system. The current state is described in: • 9 instances of strongly positive findings. They are often simple tools and methods. • 11 instances of weakly positive findings. They are often of a system nature in the dependencies between the Lean methods. • 3 instances with vague findings. Seems to be due to lack of focus on the intent of integrating Lean. • 3 instances of mixed findings. Can often be connected to personal commitment and the creation of efficient islands. • 3 instances of conflicting findings. Seem to be connected to contextual factors. • 3 instances of insufficient data. The indications are too few to draw any conclusions. Accurately establishing the current state of the Lean integration process is seen as a necessary first step of a Lean integration of Lean. I Sammanfattning Att integrera Lean i en process har blivit allt populärare de senaste årtionden. Lean som koncept har spridits via industrin till andra sektorer, så som service, hälso- och sjukvård samt administration. Den samlade erfarenheten är att det är svårt att lyckas integrera Lean. Det tar lång tid och kräver stora resurser i införandet eftersom det påverkar alla delar av en verksamhet. Lean som system beror både på verktyg och metoder så väl som mänsklig möda och beteende. Det finns därför ett behov av att förstå själva integrationsprocessen. Eftersom många företag arbetat med integrationen av Lean bör det finnas en tillräcklig mängd ackumulerad erfarenhet. Det övergripande målet med forskningen är att förstå hur man kan beskriva ett nuläge i en Lean introduktion som tar hänsyn till dualiteten hos Lean, avseende de tekniska delarna av Lean och de mänskliga delarna av Lean. Båda frågeställningarna måste besvaras om en integration av Lean skall kunna vara effektiv. Med grund i litteraturstudier beskrivs åtta olika synsätt på Lean. Genom att samtidigt beakta historiska, grundläggande och evolutionära metoder och verktyg, system, filosofiska, kulturella och ledarskapsmässiga perspektiv, byggs en omfattande modell av Lean på gruppnivå i en process. Genom två multipla fallstudier jämförs upplevelsen av att införa Lean med hjälp av det analytiska ramverket, för att kunna beskriva ett omfattande nuläge i ett införande av Lean. Det finns stora likheter i erfarenheterna men också skillnader på grund av kontext och komplexiteten hos Lean som ett system. Nuläget beskrivs med: • 9 fall av starkt positiva indikationer. Dessa är ofta enkla verktyg och metoder. • 11 fall av svagt positiva indikationer. Dessa har ofta systemkaraktär i beroenden mellan olika Lean metoder. • 3 fall med vaga indikationer. Synbarligen beroende på bristande focus på syftet med en Lean integration. • 3 fall med blandade indikationer. Kan ofta kopplas till personligt engagemang och skapandet av effektiva öar. • 3 fall av motstridiga indikationer. Kopplas mot kontextuella faktorer. • 3 fall av bristande data. Indikationerna var för få för att dra slutsatser. Om ett tydligt nuläge i en integration av Lean är beskrivet, finns förutsättningar för att beskriva det som är viktigt för en Lean integration av Lean. II Preface Every journey has to start somewhere and my journey began over two decades ago. As a new operator at a automatic machining line at IBM's plant in Järfälla, I became both frustrated and fascinated with how work was organized. Fascinated by the synergistic effects of creative people working toward a common goal, and frustrated at the inefficiencies of the plant organization. I suffered through the first attempt to organize a Just-In-Time process flow. The attempt was quickly abandoned with a shrug and a curt statement “Doesn’t work here. Only works with Japanese. They are different than us. We aren’t robots”. Other attempts to organize efficiently followed in succession with names such as Six Sigma, Business Process Reengineering, Taguchi Process Control. Each abandoned as quickly as the one before. Each curtly dismissed with a “Doesn’t work“. Each time I was left with a feeling of bewilderment. Why did nothing improve? There clearly were huge potentials in the process, and still everything stayed basically the same except for the employees, who turned more cynical at every attempt to change. Many years and jobs later I was assigned as a Kaizen team leader at Scania, with the task of using the Scania Production System to quickly improve the assembly processes at the chassis assembly plant. Over a period of several years, there was a new assignment or problem every four weeks. I can’t imagine a better school in the fundamentals of Lean. Hard work with clear but nearly impossible goals. Then on to the next assignment in rapid succession. Every task taught me something new. Even the ones that failed to reach their goals were good training. The power of properly implementing and applying Lean became clear. Also, through inexperience and mistakes, it became clear how complex Lean was. Where we succeeded the gains were immense. Where we failed I would experience a sense of déjà-vu, throwing me back to the days I worked at IBM. The same sense of frustration was felt by members of my group. But with one crucial difference, we didn’t give up and abandon the attempt, but kept trying. And there was the epiphany! Trying and failing is a normal part of the process. As long as you learn and continue trying there is no loss. Understanding Lean comes from hard work, results, reflection and study. There are no shortcuts. Since almost three years, I have had the opportunity to train as a researcher. In many ways it is the same as trying to apply Lean in a process. Try over and over again and learn at every step. Even though the topic of my research is familiar, there are new issues to contend with. How do you define Lean? How do you research Lean? How do you present the new knowledge you discover? This thesis therefore has several purposes. Firstly and most importantly, it is the vessel by which to convey my findings and further analysis of the case studies, that are the basis for my research. Returning to the raw data opened up new questions and avenues of exploration in the attempt to unify the knowledge they gave. Secondly, it is a halfway milestone on the journey to a full PhD. Summing up and concluding many days, weeks and months of reading, writing and reflecting, my thesis symbolizes the initiating phase of my journey. Thirdly, my thesis establishes the foundation for my future research of the PhD, establishing a stable starting point for the next half. The basis for future questions and avenues of exploration is established. And thus, we take the next step on our journey. III Acknowledgements Any PhD student will confirm that writing a thesis is sometimes a lonely job. Even so, numerous people have helped in various ways to make it possible. They have all gone far beyond the call of duty and obligation to help. For this I am grateful. The case study companies for their patience and effort. Scheduling and rescheduling visits can try the patience of the best (and did). Colleagues and friends at Scania. For your ceaseless efforts in the integration Lean in an ever- changing business. Fellow PhD students at Innofacture, faculty members, and MDH. We are all in this together. My supervisors, Prof. Anders Fundin, Prof. Tomas Backström and Doc. Lars Hanson. For all your help and advice. Without you I would have been lost at sea. My family, Eva, Emma and Erik. Love you guys. Always and forever. This research work has been funded by the Knowledge Foundation, within the framework of the INNOFACTURE Research School and participating companies, and Mälardalen University. The research is also part of the initiative for Excellence in Production Research (XPRES), a joint project between Mälardalen University, the Royal Institute of Technology, and Swerea.
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