Publicação
The integration of Lean Thinking in the culture of Portuguese organizations: enablers and inhibitors
| Resumo: | Organizations are faced with challenges such as the globalization of markets, climate change, social issues, among others, which force them to prepare and organize themselves differently from traditional ways. They must innovate their processes and products to succeed against competitors and reduce their own waste, improving the way they design, produce and manage processes. To reduce this waste, organizations have implemented Lean Thinking which requires an openness to transform organizational culture, if this presents a barrier to this transformation. Thus, this PhD thesis aimed to develop a model to assess the Organizational Culture of organizations and suggest a way for them to integrate the principles of Lean thinking, delivering value to the customer, in those that are the key directional vectors of any organization: quality, cost, delivery, safety and morale. The research began with a critical literature review, which provided the basis for this PhD. This included models of organizational culture, work organization and Lean implementation. During this review, it was found that there was no model that integrated the original basis of the Toyota model, Lean principles and an organizational culture model. Therefore, a three-dimensional model called the Integration of Lean Thinking into Organizational Culture (ILTOC) was developed which relates the three levels of Schein's organizational culture model, the five Lean Thinking principles and the Toyota Way 4P model. This model includes a methodology which is divided into five phases and which guides organizations towards its implementation. To develop this model, a questionnaire, the "Bi-dimensional Instrument for Lean Culture Openness (BDILCO)", was developed and applied to five companies in northern of Portugal. The questionnaire aimed at diagnosing the Organizational Culture and measuring aspects related to operational effectiveness. The results of the questionnaire improved the understanding of the companies' awareness of the gap between the actual state and the integration of Lean thinking principles in the organizational culture. The model was validated in one of the organizations that participated in the questionnaire which was the case study explored. The main contribution of this PhD consists in providing organizations with a model to support those that intend to implement Lean Thinking in their Organizational Culture. |
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| Autores principais: | Amaro, António Paulo Marques Pinto e |
| Assunto: | Lean Thinking Organizational Culture Schein model 4P model Cultura Organizacional Modelo Schein Modelo 4P |
| Ano: | 2022 |
| País: | Portugal |
| Tipo de documento: | tese de doutoramento |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade do Minho |
| Idioma: | inglês |
| Origem: | RepositóriUM - Universidade do Minho |
| Resumo: | Organizations are faced with challenges such as the globalization of markets, climate change, social issues, among others, which force them to prepare and organize themselves differently from traditional ways. They must innovate their processes and products to succeed against competitors and reduce their own waste, improving the way they design, produce and manage processes. To reduce this waste, organizations have implemented Lean Thinking which requires an openness to transform organizational culture, if this presents a barrier to this transformation. Thus, this PhD thesis aimed to develop a model to assess the Organizational Culture of organizations and suggest a way for them to integrate the principles of Lean thinking, delivering value to the customer, in those that are the key directional vectors of any organization: quality, cost, delivery, safety and morale. The research began with a critical literature review, which provided the basis for this PhD. This included models of organizational culture, work organization and Lean implementation. During this review, it was found that there was no model that integrated the original basis of the Toyota model, Lean principles and an organizational culture model. Therefore, a three-dimensional model called the Integration of Lean Thinking into Organizational Culture (ILTOC) was developed which relates the three levels of Schein's organizational culture model, the five Lean Thinking principles and the Toyota Way 4P model. This model includes a methodology which is divided into five phases and which guides organizations towards its implementation. To develop this model, a questionnaire, the "Bi-dimensional Instrument for Lean Culture Openness (BDILCO)", was developed and applied to five companies in northern of Portugal. The questionnaire aimed at diagnosing the Organizational Culture and measuring aspects related to operational effectiveness. The results of the questionnaire improved the understanding of the companies' awareness of the gap between the actual state and the integration of Lean thinking principles in the organizational culture. The model was validated in one of the organizations that participated in the questionnaire which was the case study explored. The main contribution of this PhD consists in providing organizations with a model to support those that intend to implement Lean Thinking in their Organizational Culture. |
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