Aktiv implementering av operasjonelle Lean prinsipper blant prosjektdeltakere på byggeplass : En kvalitativ casestudie

Abstract

Methods such as Lean and continuous improvement characterize an increasing number ofcompanies across industries. Despite a willingness to improve, studies show that companiesare struggling getting the methodology to last after pilot projects and hence fall back intoold routines. The solution seems to be an increased involvement of employees and a changein the management’s focus to promote employee independence. Micromanagement mustbe replaced with a management that focuses on processes rather than results, believingin employees capabilities. When introducing a principle- based managament it enables thestrategy of the organisation to be rooted in the translated principles; simple doctrines wherethe employees themselves are involved in changing their own work process. The thesisis based on a single case in collaboration with Kruse Smith where the goal is to answerthe following problem statement:How does an active implementation of operational Leanprinciples affect project participants at the construction site?In order to narrow the searchfield, the task has furthermore formed two overall theoretical propositions to simplify thedata collection and ensure that one moves in the right direction. These are as follows:1.Principle- based management helps to ensure that the individual work identity con-cides with the practice of the organisation.2.The use of principles contributes to a culture of continuous improvement.The objective of the task has been to test how a management based on operationalizedprinciples affects project participants on the construction site. The case study has attemp-ted to disprove or confirm the propositions using qualitative methods such as workshops,questionnaires, observations and interviews.Based on key findings that appeared from the data collection, it is concluded that an activeimplementation of operational Lean principles will increase the likelihood that individualwork identity coincides with the organisation’s practice. Such a democratic leadership styleas principle management is supposed to be will influence the project participants by givingthem increased motivation, independence, responsibility, self-determination, and help themmaintain a strategic focus. Furthermore, this is conditions that may contribute to a culturefocusing on learning and continuous improvement.