The Human Side of Lean Management

Abstract

The human factor is one of the most important aspects in the enterprise. Even though machines and artificial intelligence are taking over some work, people are the most crucial element in achieving the company’s goals (Helmold and Samara 2019). Management has to enable a human culture, in which problems in the shop floor are understood and can be addressed by employees in order to implement corrective measures (Helmold and Terry 2016). To give the best of their capability and skills, employees must be motivated to do so. Managers must be able to provide a motive or a reason for doing something or make people want to do it. It is of little use for management to prepare elaborate plans or give instructions for carrying out various activities if the people who are supposed to carry out the plans do not to do so, even though they may have to (Kalkis et al. 2019). Human resources have therefore to implement strategy and leadership culture, which centres the employees in the organization and enterprise as shown in Fig. 13.1. A lean culture must address the values of empowerment and autonomous work groups, in which employees can make and propose improvements (Ohno 1990). Clear structures and transparent processes will help to implement this lean culture inside the organization (Liker 2004).

Knowing is not enough; we must apply. Wishing is not enough; we must do.

Johann Wolfgang von Goethe (1749–1832)