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IJSTR >> Volume 6 - Issue 5, May 2017 Edition

International Journal of Scientific & Technology Research  
International Journal of Scientific & Technology Research

Website: http://www.ijstr.org

ISSN 2277-8616

Lean Leadership - Organizational Buy - Ins

[Full Text]



Dr. Revathi Iyer





Great organizations have become leaders due to their leadership and sustainable initiatives. One such initiative is adoption of lean leadership to align core strategies with all functional areas of business. Leadership is likely to take place in a lean environment because improvements that happen are continual and can only be supported by leadership which understands this important aspect. The topic of lean leadership organizational buy ins speaks on how lean leadership could affect organizations that adopt lean and other quality tools. Purpose of the study: This study has been undertaken to understand “When leadership more of is likely to take place in lean “. Leadership plays a very important role while adopting lean processes and how lean leadership can address the process problem. Application of leadership lenses to lean processes needs great foresight thought and creativity. It has been also observed that lean management and lean processes can happen only if leadership is able to effectively communicate the thought of continual improvement to bring in a lean organization and a future state of processes where everything of a firm, process and procedure is continually improving and the best strategies to manage this change becomes a philosophy. Lean leadership is associated with such a change. This enables leadership vision to be clear as it paves the way for “current state” and is clear to everyone. It is this leadership vision which enables employees to think and act in a way that perpetrates continual improvement. Hence leadership buys ins for lean are very necessary. The purpose of the study is also to understand how leaders can not only use cost reduction ,but also reducing time-to-market improving service quality and reducing risk exposure by adopting lean methods . it has been also seen that there is overall productivity and efficiency in organizations holistically when leadership endorses lean methodology. (Radnor, Z. and Bucci, G. 2007) Leadership is a constant activity and evolves into a cohesive force towards transformation. Unless leadership is driven into the philosophy of the organization by major improvements not only in productivity, but also in speed, quality, customer loyalty, employee engagement and, most importantly, growth there can be no effective buy INS. Hence if lean management and lean thinking have to be a part of organization philosophy then leadership will be able to identify that all dimensions of a transformation at once and that recognizing that each provides crucial support to the others. (Radnor, Z. and Bucci, G. 2007). lean leadership attempts to bring the voice of the customer at the heart of the business. Leadership in lean is geared to helping employees to work together more effectively to deliver exactly what customers value. Lean leadership should also be able to strengthen performance systems. Lean leadership supports and identifies those nodes and inputs to ensure that targets and performances are pinned down to respective processes and resources are deployed to the necessary inputs. Lean also encourages root-cause problem solving lean leadership allows for high levels of organization skills and shifts lean responsibility towards the front line, and demands new styles of leadership. These new frontiers of leadership are what channelizes growth and make a good lean leader. (Pearce, C. L. & Conger, J. A. (2003



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