Initial Euphoria to Sustained Change - Mainstreaming Lean Culture
09 Jul 2017-pp 267-274
TL;DR: In this paper, a case study of a large industrial project of a leading organization is presented, where the authors look at the developments in Lean implementation in the Project over time, based on observations on such dynamics and understand the strategies which might help to mainstream Lean philosophy introduction in other similar organizations and construction projects.
Abstract: In line with the trend of spread of Lean Construction concepts in the recent past, Lean construction philosophy was introduced in a large industrial project of a leading organisation about two years back. The drive by the top management, augmented by efforts of the Lean champions in the project team, helped the project team to transition from the conventional project delivery method to the Lean Construction method. The present study looks at the developments in Lean implementation in the Project over time, based on observations on such dynamics and understanding the strategies which might help to mainstream Lean philosophy introduction in other similar organisations and construction projects. A detailed case study based approach was adopted to this end. The mentoring coach closely observed the behavioural developments of the Project team over time. Data for analysis included primary observations by the mentoring coach, minutes of the various meetings of the project team under study and oneonone interactions with various team members. The analysis gave some significant insights on how to continue the initial momentum gained towards sustained Lean implementation on construction projects and in organisations.
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18 Jul 2018
TL;DR: In this paper, the authors conducted an exploratory study using a case study approach to understand the impact of prominent cultural dimensions on the different management levels of employees in a construction company.
Abstract: Recent studies suggest that Lean concepts can be successfully adopted only when it is aligned with the organizational culture (OC). OC can be defined as the shared values and beliefs of people, according to which they perceive, react and act in any situation. For sustained and effective adoption of Lean, it is important to institute Lean philosophy in the core culture of an organization. To enable effective adoption, it is important to analyze and understand the organizational culture and its dimensions before inducing a change management strategy for sustaining Lean. The objective of this study is to understand the impact of prominent cultural dimensions on the different management levels of employees. The paper presents, results and discussion of an exploratory study conducted using a case study approach. A construction company based in a metropolitan city in India was chosen based on its active program in Lean implementation. To analyze the cultural dimensions of the organization, Competing Values Framework (CVF) was chosen. The key dimensions based on which CVF assess the OC are dominant characteristics, management of employees, organizational leadership, organizational glue, criteria for success and strategic emphases. The data was collected through “Organizational Culture Assessment Instrument (OCAI)” and the target respondents were the top-management and middle-management staff. The data was analyzed by standard scoring mechanisms, to arrive at the particular type of organizational culture. Apart from the questionnaires, views, and opinions from the experts were also taken. From the study, it was found that the perception of employees about the organizational culture varies with different management levels, which might be a potential threat to sustain Lean philosophy. The study concludes by emphasizing the need for detailed understanding on the impacts of cultural dimensions in an organization. 1 Doctoral Research Scholar, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of TechnologyMadras, Chennai, Tamil Nadu, India.mannasimon92@gmail.com 2 Professor, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of Technology Madras, Chennai, Tamil Nadu, India. koshy@iitm.ac.in Assessment of Organizational Culture in Construction – A Case Study Approach People, Culture and Change 349
6 citations
Cites background from "Initial Euphoria to Sustained Chang..."
...al in Lean culture, reported that the behaviour of people changed once they realised that they are not under the direct watch of top management (Delhi et al. 2017)....
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...In a study conducted by Delhi et.al in Lean culture, reported that the behaviour of people changed once they realised that they are not under the direct watch of top management (Delhi et al. 2017)....
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01 Jan 2016
TL;DR: In this paper, a case study was taken up to understand the impact of Lean on the engineering, procurement and construction phases where multiple stakeholders who are entrenched in traditional approaches are involved.
Abstract: A manufacturing organisation in India contemplated augmenting their capacity and took up a green-field expansion project in a new location. The internal construction division of the organisation decided to introduce Lean construction philosophy. A study was taken up to understand the impact of Lean on the engineering, procurement and construction phases where multiple stakeholders who are entrenched in traditional approaches are involved. A detailed case study and actionbased approach was adopted. The data included both primary observation data collected by the researchers present in meetings and other data from various reports. . There were some interesting insights into the dynamics involved when groups with diverse approaches are brought together on a Lean construction journey. There was also a challenge of implementing Lean with multiple project teams all working in the same organisation and therefore with little or tacit contracts involved in the project. The initial attitudes of the people which ranged from enthusiasm to outright scepticism and engagement with reservations evolved progressively over time to embracing Lean in varying degrees and formats. The complexities present in the organisational structure contributed to the formation of institutional voids which were leveraged by the Lean group to promote Lean practices.
4 citations
TL;DR: In this article , the authors focus on the need for a revised approach towards the adoption and sustenance of lean within companies at a business level by highlighting the importance of culture across the company's portfolio.
Abstract: There is significant evidence of successful lean implementation at the project level. However, there is limited evidence of lean percolating through organisations in both literature, as well as industry. While the critical aspects of strategic adoption of lean to overcome organisational resistance have been clearly highlighted, the implementation is in most cases limited to select projects and not all projects across an organisation’s portfolio. Despite proven benefits on projects within their own portfolio and the knowledge and skills for successfully implementing lean, organisations still fail to change their approach towards continuous improvement and driving efficiency as a whole. The paper here focuses on the need for a revised approach towards the adoption and sustenance of lean within companies at a business level by highlighting the importance of culture across the company’s portfolio. The authors reflect on their experience of working with client and contractor organisations across multiple projects to review the difference in the maturity and implementation of lean. Following this, the authors corroborate their findings from discussion with a major public sector body and its supply chain on their lean journey over the last decade, to shed light on the approach needed today for successful lean implementation for organisation-wide sustenance.
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277 citations
"Initial Euphoria to Sustained Chang..." refers background in this paper
...This could relate somewhat to the concept of the Hawthorne effect (Landsberger, 1958), wherein the behaviour of people changed once they realised that they were being observed....
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01 Jan 2012
TL;DR: In this paper, the authors describe the preliminary results of research relating to the cultural change of construction companies on Lean journeys and identify a model, borrowed from research related to high performance teams, which could help support a Lean transformation.
Abstract: Some of the presenters at the Lean Construction Institute’s 2010 and 2011 Lean Congresses reported that organizations on Lean Construction journeys must undergo a cultural change as an essential element of their transformation (Giuzio 2010, Lichtig 2010, Angelo 2010, Izuierdo 2010, Montero 2010). Some also identified effective leadership as an important element of successful cultural change (Giuzio 2011, Lichtig 2011, Angelo 2011, Reiser 2011, Laski 2011, McCready 2011, Lindsey 2011). Some companies have detoured from Lean because they didn't know how to make the cultural change necessary to create company-wide transformation (Beaudoline 2011, Heger 2011, Knapp 2011, Fauchier 2011, Osterling 2011, Robinson 2011, Holzemer 2011, Moore 2011). What is “cultural change” and "effective leadership" in the context of a Lean Construction transformation? This paper describes the preliminary results of research relating to the cultural change of construction companies on Lean journeys. It addresses leadership’s role in making a cultural change to Lean. The paper is based on presentations by Lean practitioners, interviews with CEOs, project managers, superintendents and others who have been on Lean Construction journeys as well as a literature search of organizational development models that could help construction leaders create the cultural change necessary to sustain Lean. The paper identifies a model, borrowed from research related to high performance teams, which could help support a Lean transformation.
21 citations
01 Jan 2014
TL;DR: The IIT Madras, an educational institution, had recently taken up a carefully-structured programme for training and implementation of Lean construction practices in nine trial projects with varying characteristics through classroom and webinar-based trainings, reporting in predefined formats, monitoring by site visits and periodic reviews as mentioned in this paper.
Abstract: Construction sector in India has been on a high growth path lately and maximizing efficiency and profitability has been a key concern. Lean Construction offers a potential solution for system level efficiency improvement. Given the weak planning processes, diverse cultures and ill-trained labour in the industry, Lean implementation has been a challenge. IIT Madras, an educational institution, had recently taken up a carefully-structured programme for training and implementation of Lean construction practices in nine trial projects with varying characteristics through classroom and webinar-based trainings, reporting in predefined formats, monitoring by site visits and periodic reviews. Sites were encouraged to adopt the LPS as the core and use various other Lean tools with close assistance from the Faculty. Overall many of the standard benefits of Lean implementation were realised. However, the extent of gains was seen to be influenced by many soft aspects, such as the culture of the site and the organisation, planning and engineering expertise available, commitment and support from top management and site management. The paper presents an overview of the programme and an analysis of the results obtained/lessons learned across the different sites based on the organisational and cultural aspects of the sites.
14 citations
18 Jul 2018
TL;DR: In this paper, the authors conducted an exploratory study using a case study approach to understand the impact of prominent cultural dimensions on the different management levels of employees in a construction company.
Abstract: Recent studies suggest that Lean concepts can be successfully adopted only when it is aligned with the organizational culture (OC). OC can be defined as the shared values and beliefs of people, according to which they perceive, react and act in any situation. For sustained and effective adoption of Lean, it is important to institute Lean philosophy in the core culture of an organization. To enable effective adoption, it is important to analyze and understand the organizational culture and its dimensions before inducing a change management strategy for sustaining Lean. The objective of this study is to understand the impact of prominent cultural dimensions on the different management levels of employees. The paper presents, results and discussion of an exploratory study conducted using a case study approach. A construction company based in a metropolitan city in India was chosen based on its active program in Lean implementation. To analyze the cultural dimensions of the organization, Competing Values Framework (CVF) was chosen. The key dimensions based on which CVF assess the OC are dominant characteristics, management of employees, organizational leadership, organizational glue, criteria for success and strategic emphases. The data was collected through “Organizational Culture Assessment Instrument (OCAI)” and the target respondents were the top-management and middle-management staff. The data was analyzed by standard scoring mechanisms, to arrive at the particular type of organizational culture. Apart from the questionnaires, views, and opinions from the experts were also taken. From the study, it was found that the perception of employees about the organizational culture varies with different management levels, which might be a potential threat to sustain Lean philosophy. The study concludes by emphasizing the need for detailed understanding on the impacts of cultural dimensions in an organization. 1 Doctoral Research Scholar, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of TechnologyMadras, Chennai, Tamil Nadu, India.mannasimon92@gmail.com 2 Professor, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of Technology Madras, Chennai, Tamil Nadu, India. koshy@iitm.ac.in Assessment of Organizational Culture in Construction – A Case Study Approach People, Culture and Change 349
6 citations
01 Jan 2016
TL;DR: In this paper, a case study was taken up to understand the impact of Lean on the engineering, procurement and construction phases where multiple stakeholders who are entrenched in traditional approaches are involved.
Abstract: A manufacturing organisation in India contemplated augmenting their capacity and took up a green-field expansion project in a new location. The internal construction division of the organisation decided to introduce Lean construction philosophy. A study was taken up to understand the impact of Lean on the engineering, procurement and construction phases where multiple stakeholders who are entrenched in traditional approaches are involved. A detailed case study and actionbased approach was adopted. The data included both primary observation data collected by the researchers present in meetings and other data from various reports. . There were some interesting insights into the dynamics involved when groups with diverse approaches are brought together on a Lean construction journey. There was also a challenge of implementing Lean with multiple project teams all working in the same organisation and therefore with little or tacit contracts involved in the project. The initial attitudes of the people which ranged from enthusiasm to outright scepticism and engagement with reservations evolved progressively over time to embracing Lean in varying degrees and formats. The complexities present in the organisational structure contributed to the formation of institutional voids which were leveraged by the Lean group to promote Lean practices.
4 citations