The S-Curve Effect of Lean Implementation

• 成果类型: Article
• 署名作者: Netland, Torbjorn H.; Ferdows, Kasra
• 署名单位: Norwegian University of Science & Technology (NTNU); Georgetown University
• 刊物名称: PRODUCTION AND OPERATIONS MANAGEMENT
• ISSN/ISSBN: 1059-1478
• DOI: 10.1111/poms.12539
• 发表日期: 2016
• 页码: 1106-1120
• 关键词: Lean production; production improvement; operational performance; GROUNDED THEORY

摘要

There is currently no theory that explains the pattern of change in a plant's performance as it implements a lean program. Does it improve at a declining, increasing, or constant rate, or in some other pattern? We use empirical data from the implementation of the Volvo Group's lean program worldwide to develop a grounded theory to explain this pattern. We find that the pattern roughly follows an S-curve shape: as a plant progresses in its implementation of lean production, its operational performance improves slowly first, then grows rapidly, and finally tapers off. The initial stage can be characterized by exploration, during which the plant is essentially discovering and experimenting with lean principles, and the later stages by exploitation, during which the plant is realizing their benefits. We derive the grounded theory from quantitative internal company data and find additional qualitative support for it from our visits to 45 Volvo plants on 5 continents and 210 interviews with employees in these plants and Volvo headquarters. The S-shape pattern has important implications. Practitioners must assess a plant's maturity in lean implementation and adjust their targets, action plans, and expectations accordingly. Scholars must take the position of the plant on the S-curve into consideration when they analyze the impact of lean programs.