Abstract
Value stream mapping (VSM) is a common process mapping method, often used in Lean inspired organizational transformations. Companies in various industries have used both Lean and VSM with various success. VSM is a well described method in terms of tools, approaches and steps but outcomes seem to vary. While many researchers are highlighting the importance of so called “soft factors” for success, research on soft factors in VSM is limited. The aspect of leadership in VSM interventions, including leadership roles at different organizational levels, and at various steps of the intervention, is lacking from a research perspective - despite often being highlighted as very important for VSM. It is also unclear how VSM fits into a lean transformation and the impact it may have on leadership roles. This research is based on a longitudinal study of ten VSM interventions in the same global company. The company is using VSM interventions as a first step in a global, strategic, lean inspired change initiative. Based on a cross-case analysis of the ten interventions, we explore leadership roles and characteristics for different organizational levels and for the different steps in the VSM interventions as well as in the subsequent lean steps.
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
Value Stream Mapping, Lean Transformation, Leadership Roles, Cross-Case Analysis, Longitudinal
