Lean manufacturing is a collection of management practices that minimize resources used in the company’s transformation process through systematic reduction of process waste. Some lean business practices may harm workers causing muscular-skeletal disorders, mental stress, and both mental and physical fatigue, leading to reduced productivity and labor loss through burnout, absenteeism, presenteeism, and turnover, thus increasing labor cost. In this exploratory qualitative case study, the researcher evaluated effects experienced in an exemplar lean production facility using exploratory structured interviews, examining worker outcomes, relationships between leaders, system design, and operation, and worker motivations for engaging in continuous improvement. The researcher interviewed 22 people working in an exemplar lean production facility. Findings included the discovery of a highly structured bureaucracy led by value-based leaders. The bureaucracy freed workers of responsibility for process outcomes, and enabled workers to enact system improvements. The researcher concluded that an enabling bureaucracy led by authentic value-based servant leaders contributed to the success of the lean production system. The researcher also concluded that servant leadership, where the growth and development of workers’ leadership skills were the leader’s focus, led to a high level of worker engagement in process improvement activity.
|Commitee:||Gordon, Pamela, Morris, Johnny|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 79/09(E), Dissertation Abstracts International|
|Subjects:||Management, Industrial engineering, Operations research|
|Keywords:||Continuous improvement, Lean, Manufacturing, Production, Servant leadership, Toyota|
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