A Lean transformation journey focusing on leadership - For first line managers

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dc.contributor.authorKorneliusson, Malin
dc.contributor.authorMohammadi, Parasto
dc.contributor.departmentChalmers tekniska högskola / Institutionen för teknikens ekonomi och organisationsv
dc.contributor.departmentChalmers University of Technology / Department of Technology Management and Economicsen
dc.date.accessioned2019-07-03T14:50:03Z
dc.date.available2019-07-03T14:50:03Z
dc.date.issued2018
dc.description.abstractThe majority of organisations that tries to transform and implement lean fails with achieving a successful transformation. One reason for this is not focusing enough on leadership and developing leaders. Further, for the hierarchy level first line managers there exist little research regarding how to develop their leadership. Currently, the manufacturing organisation which this thesis is conducted at undergoes a lean transformation where one focus area is on developing their first line managers i.e. supervisors. Therefore, in this thesis a framework, i.e. The Lean Leadership Framework, consisting of 54 guidelines for how to develop the leadership of first line managers is presented. The framework is based on an extensive literature review and interviews with lean experts. Further, a gap analysis based on the current state at the organisation is determined through interviews with top management at the organisation, a workshop with the supervisors, analysis of the organisation’s internal documentation regarding the role of a supervisor and structured- and unstructured observations. Which was then compared with the developed framework, this to identify the potential gap between the current leadership of the supervisors at the organisation and the Lean Leadership Framework. From this an action plan was developed to address the identified gap and contribute to developing the supervisors to become lean leaders. However, two factors were identified as important prerequisites for the action plan i.e. to reduce the team sizes and have the SVs own their process. In order to sustain the lean transformation at the organisation several means and prerequisites was identified to support the supervisors. Among these prerequisites one of the most important ones identified was having superiors and a top management that was both engaged and involved in the lean transformation.
dc.identifier.urihttps://hdl.handle.net/20.500.12380/255694
dc.language.isoeng
dc.relation.ispartofseriesMaster thesis. E - Department of Technology Management and Economics, Chalmers University of Technology, Göteborg, Sweden : E2018:060
dc.setspec.uppsokTechnology
dc.subjectProduktion
dc.subjectTransport
dc.subjectGrundläggande vetenskaper
dc.subjectHållbar utveckling
dc.subjectÖvrig industriell teknik och ekonomi
dc.subjectProduction
dc.subjectTransport
dc.subjectBasic Sciences
dc.subjectSustainable Development
dc.subjectOther industrial engineering and economics
dc.titleA Lean transformation journey focusing on leadership - For first line managers
dc.type.degreeExamensarbete för masterexamensv
dc.type.degreeMaster Thesisen
dc.type.uppsokH
local.programmeProduction engineering (MPPEN), MSc
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