Avoiding Fake Lean Production - Why Fair Process Matters: How Procedural Justice Theory can help Lean Production Implementations to succeed - Softcover

Inhaltsangabe

Lean Production, developed over decades since World War II mainly by Toyota, has been adopted by more and more companies also in the western countries. Yet the trend towards Lean Production is still far from slowing down. Being adopted by the western automotive industry during the early nineties, it is still in or even before the implementation phase in many other industries. This means that the question what makes such implementation projects a failure or a success is as relevant as ever. The difficulty in becoming a ‘Lean Organization’ lies in the fact that the concept of Lean is very much based on its deep-going, mutual understanding and acceptance by every employee across the whole organization. It is, as Toyota puts it, the DNA of the company. Not enough focus is often put on the ‘human dimension’ of the concept during the Lean implementation process. Often enough, Lean implementation projects ignore these aspects, and the reduction on the technical system leads to a Lean facade which doesn’t deliver the expected results – a ‘Fake Lean’ system. It is the intention of this book to highlight the importance of the mutual acceptance of the Lean concept by the workforce, and to describe which kind of approach hinders and which fosters this acceptance. This is done on the grounds of the Procedural Justice theory (synonymously called Fair Process theory). This theory explains which characteristics of processes influence the perception of its fairness, and that perceived procedural fairness helps those affected by the process to accept its outcome. Examples from more than 10 years of the author's experience in implementing Lean Production in various organizations are given to underline the relevance of the Fair Process aspects.

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