Professional Documents
Culture Documents
Learning Organisation
i. Strive towards learning organisation through hansei and kaizen (Yusof & Aoki, 2016).
ii. Continual organisation learning through hansei and kaizen (Liker, 2004).
iii. Encourage sharing and learning throughout lean program (Hines, Found, Griffiths, &
Harrison, 2008)
iv. Create an organizational culture which is conducive to continuous improvement and
change the values and attitudes of its people (Dale, Boaden, Wilcox, & McQuater,
1997)
v. Organisational Learning - learn the best practices within various departments.
Organisation encourages knowledge sharing (Kumar & Balakrishnan, 2011)
vi. Learning from mistakes, reflective practice and an action learning or research
approach to new projects (Ali, Islam, & Howe, 2010)
vii. Lean culture is contingent on learning and knowledge sharing (Jrgensen, Matthiesen,
Nielsen, & Johansen, 2007)
viii. Autoliy also tried to transmit its lean manufacturing culture to their suppliers by
providing facility tours, and by sharing key APS concepts with local companies and
suppliers (Hogan, 2009).
ix. Culture of information exchange is crucial for sustaining lean (Schlichting, 2009)
x. A learning organisation tends to encourage people to undertake innovation, learning
novel skills and efficient performance (Al-Najem, Dhakal, & Bennett, 2012).
xi. Failure is a possibility to improve (Dombrowski & Mielke, 2014)
xii. Lean can be regarded as a people-driven improvement system that can improve any
work process with the ultimate goal of building a learning culture that solves
customer problems forever (Koenigsaecker, 2012)
xiii. Lean culture is the culture of eliminating waste and continuously improve (Murti,
2009).
xiv. The lean culture is defined as a problem solving culture and is based on the concepts
of continuous improvement and learning (Czabke, Hansen, & Doolen, 2008).
xv. Lean behaviour reflective (learn from mistake)/ hansei (Emiliani, 1998; Hines et al.,
2008)
Challenging Lifestyle
i. Attitude in challenging current method (Yusof & Aoki, 2016).
ii. Spirit of can do and challenge as lifestyle (Yusof & Aoki, 2016).
iii. Risk taking (Ali et al., 2010)
iv. Focus on the continuous improvement system by challenging people to look outside
the box to identify innovative approach to improve current system (Al-Najem et al.,
2012).
Quality Culture
i. Strong company culture that does not tolerate poor quality work and focuses on
continuous improvement and waste reduction methods and tools (Yusof & Aoki,
2016).
ii. Build a culture of stopping to fix problems, to get quality right the first time (Liker,
2004).
iii. Communicate quality culture to employees (Curry & Kadasah, 2002)
iv. Striving for perfection (Dombrowski & Mielke, 2014)
Experimental/Innovative culture
i. Try new ideas to eliminate waste (Yusof & Aoki, 2016).
ii. Operational autonomy to employees for trying new things would encourage their
creativity and foster innovative culture (Ali et al., 2010)
iii. Accept peoples mistakes particularly in experiments as such belief leads to
continuous improvement (Al-Najem et al., 2012).
iv. Promotion of creativity and innovative culture (Vinodh & Joy, 2012)
Discipline
i. Discipline - Leaders themselves consistently following and following up on
subordinates adherence to the processes (Mann, 2005)
ii. Lean behaviour consistency (Emiliani, 1998; Hines et al., 2008)
iii. Lean culture is a complex process of cultural change which demands absolute
commitment from leadership and a long term consistent vision (Rentes, Araujo, &
Rentes, 2009)
REFERENCES
Al-Najem, M., Dhakal, H., & Bennett, N. (2012). The role of culture and leadership in lean
transformation: a review and assessment model. International Journal of Lean
Thinking, 3(1), 119-138.
Ali, A. J., Islam, M. A., & Howe, L. P. (2010). Critical Factors Impacting Sustainability Of
Continuous Improvement In Manufacturing Industries In Malaysia. World, 2(3), 65-
80.
Curry, A., & Kadasah, N. (2002). Focusing on key elements of TQMevaluation for
sustainability. The TQM Magazine, 14(4), 207-216.
Czabke, J., Hansen, E. N., & Doolen, T. L. (2008). A multisite field study of lean thinking in
US and German secondary wood products manufacturers. Forest Products Journal,
58(9), 77.
Dale, B. G., Boaden, R., Wilcox, M., & McQuater, R. (1997). Sustaining total quality
management: what are the key issues? The TQM Magazine, 9(5), 372-380.
Dombrowski, U., & Mielke, T. (2014). Lean leadership15 rules for a sustainable lean
implementation. Procedia CIRP, 17, 565-570.
Doulatabadi, M., & Yusof, S. r. M. (2014). Driving Softfactors for sustaining quality
excellence: Perceptions from quality managers. Paper presented at the Industrial
Engineering and Engineering Management (IEEM), 2014 IEEE International
Conference on.
Fricke, C. F. (2010). Lean management: Awareness, implementation status, and need for
implementation support in virginias wood industry. (Master of Science in Wood
Science and Forest Products), Virginia Polytechnic Institute and State University,
Virginia, USA.
Hines, P., Found, P., Griffiths, G., & Harrison, R. (2008). Staying Lean: Thriving Not Just
Surviving. Wales, UK: Lean Enterprise Research Centre, Cardiff University.
Kumar, D. A., & Balakrishnan, V. (2011). A study on ISO 9001 Quality Management System
CertificationsReasons behind the failure of ISO certified Organizations. Global
Journal of Management and Business Research, 11(9).
Liker, J. (2004). The Toyota way: 14 management principles from the worlds greatest
manufacturer.[Electronic version]. McGraw-Hill. Retrieved November, 6, 2011.
Mann, D. W. (2005). Creating a lean culture: tools to sustain lean conversions. New York,
USA: Productivity Press.
Rentes, A. F., Araujo, C. A. C., & Rentes, V. C. (2009). Best practice examples in sustaining
improvements from Lean implementation. Paper presented at the IIE Annual
Conference. Proceedings.
Roth, G. (2011). Sustaining lean transformation through growth and positive organizational
change. Journal of Enterprise Transformation, 1(2), 119-146.
Vinodh, S., & Joy, D. (2012). Structural equation modelling of lean manufacturing practices.
International Journal of Production Research, 50(6), 1598-1607.
Yusof, S. r. M., & Aoki, K. (2016, March 8-10). Proposed Lean Sustained Factors. Paper
presented at the International Conference on Industrial Engineering and Operations
Management, Kuala Lumpur, Malaysia.