Change Management via Data Analytics for a successful Lean Transformation of Public Companies
DOI:
https://doi.org/10.14738/abr.912.11351Keywords:
Change Management, Lean Management, Lean TransformationAbstract
Data analytics is one of the biggest "revolutions" that have taken place in recent years at the business level, enabling many companies to go through a digital transformation, reducing risks and costs and making them more Agile and Lean. Data analytics is a process with heavy business relevance, companies are analyzing data - numbers mainly - and trying to determine decisions for the future based on it.
Hence, severe pressure is being posed on public companies to dwindle their operational costs. A method contributing to this direction is the Lean philosophy, as through proper strategies, with its practices and tools leads to substantial resources saving. Each company possesses a unique way of integrating the principles and practices of Lean Management. In other words, there is no specific methodology, which is applicable by every business worldwide. Explicit condition for the success of Lean Management is the presence of the Effective Change Management.
Data analysis is achieved by using the quantitative research method, which highlights the existence of influence as a "moderator effect" of the strategy followed by an effective change management compared to the aforementioned critical success factors (CSFs) was examined by performing interaction analysis in "IBM SPSS Amos 21, so that the parsimonious transformation is feasible. The quantitative approach is based on sample research with standardized questionnaire actualized at the two biggest Greek companies of public interest and utility purpose. The data from the participants’ responses ere inserted on a data basis «SPSS Version 23 for Windows».
The findings of the research showed that human and organizational factors determine the greatest part of the effective integration of the Lean Management in public companies.
The study examined, the influence of an Effective Change Management on important CSFs for a successful integration Lean Management (Lean Transformation) in Greek public companies. Also contributes to fill a research gap on the impact of Lean Management in public companies, since the vast majority of research work is focused on the private sector.
References
. Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A. & Taylor, P. (2011). ‘All they lack is a chain’: lean and the new performance management in the British civil service. New Technology, Work and Employment, 26(2), 83-97.
. Salhieh, L., & Abdallah, A. A. (2019). A two-way causal chain between lean management practices and lean values. International Journal of Productivity and Performance Management, 68(5), 997-1016.
. Asnan, R., Nordin, N. & Othman, S. N. (2016), “Success factors of lean management implementation in public service organization”, Journal of Technology and Operations Management, 11(2), 83-97.
. Gebre, B., Hallman, P., Minukas, M., & O’Brien, B. (2012). Transforming government performance through lean management. McKensey Center for Government.
. Juliani, F. & de-Oliveira, O. J. D. (2017), “Synergies between critical success factors of Lean Six Sigma and public values”, Total Quality Management & Business Excellence, 1-15.
. de Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410.
. Psomas, E. (2016). “The underlying factorial structure and significance of the Six Sigma difficulties and critical success factors: The Greek case”, The TQM Journal, 28(4), 530-546.
. Psychogios, A. G., Atanasovski, J. & Tsironis, L. K. (2012), “Lean Six Sigma in a service context: a multi-factor application approach in the telecommunications industry”, International Journal of Quality & Reliability Management, 29(1), 122-139.
. Salonitis, K., & Tsinopoulos, C. (2016). Drivers and barriers of lean implementation in the Greek manufacturing sector. Procedia CIRP, 57, 189-194.
. Arlbjørn, S. J., Freytag, P. V. & de Haas, H. (2011), “Service supply chain management: A survey of lean application in the municipal sector”, International Journal of Physical Distribution & Logistics Management, 41(3), 277-295.
. Jones, J. & Powers, E. (2004), “Change Management: The Three Elements of Transformation”, Strategy and Business, 37, 101-104.
. Burnes, B. (1996), “No such thing as . . . a “one best way” to manage organizational change”, Management Decision, 34(10), 11–18.
. Hayes, J. (2018). The theory and practice of change management. 5th edition, Macmillian International.
. Oreg, S., Vakola, M. & Armenakis, A. (2011), “Change Recipients’ Reactions to Organizational Change: A 60-Year Review of Quantitative Studies”, Journal of Applied Behavioral Science, 47(4), 461-524.
. Schaffer, R. H., & Thomson, H. A. (1992). Successful change programmes begin with results. Harvard Business Review, 70(1): 80–89.
. Langstrand, J. & Langstrand, J. (2016), “The missing link in systems thinking: The impact of infrastructure on organizational change”, International Journal of Quality and Service Sciences, 8(2), 197-208.
. Socconini, L., & Reato C. (2019). Lean Six Sigma Management System For Leaders. 1st edition 2019, ICL Marge, SL
. Antony, J., Rodgers, B., & Gijo, E. V. (2016). “Can Lean Six Sigma make UK public sector organizations more efficient and effective?”, International Journal of Productivity and Performance Management, 65(7), 995-1002.
. Project Management Institute. (2013a) Managing Change in Organizations: A Practice Guide.
. Project Management Institute. (2013c). The Standard for Portfolio Management – Third Edition. Newtown Square, PA: PMI.
. Project Management Institute. (2013d). The Standard for Program Management – Third Edition. Newtown Square, PA: PMI.
. Project Management Institute. (2013b). Organizational Project Management Maturity Model –Third Edition. Newtown Square, PA: PMI.
. Finney, S. & Corbett, M. (2007), “ERP implementation: a compilation and analysis of critical success factors”, Business Process Management Journal, 13(3), 329-347.
. Lande, M., Shrivastava, R. L. & Seth, D. (2016), “Critical success factors for Lean Six Sigma in SMEs (small and medium enterprises)”, The TQM Journal, 28(4), 613-635.
. Manville, G., Greatbanks, R., Krishnasamy, R. & Parker, D. W. (2012), “Critical success factors for Lean Six Sigma programmes: a view from middle management”, International Journal of Quality & Reliability Management, 29(1), 7-20.
. Taylor, G. R. (2005). Integrating quantitative and qualitative methods in research. University Press of America.
. Saunders, M. N., Lewis, P. & Thornhill, A. (2009), Research methods for business students, Pearson Education.
. Etikan, I., Musa, S. A., & Alkassim, R. S. (2016). Comparison of convenience sampling and purposive sampling. American Journal of Theoretical and Applied Statistics, 5(1), 1-4.
. Zheng, M., Claassen, J., & Kleinberg, S. (2018). Automated Identification of Causal Moderators in Time-Series Data. Proceedings of machine learning research, 92, 4-15.
. Nordin, N., Deros, B. M., Wahab, D. A., & Rahman, M. N. A. (2012). A framework for organisational change management in lean manufacturing implementation. International Journal of Services and Operations Management, 12(1): 101-117.
. Bhasin, S. (2012). An appropriate change strategy for lean success. Management Decision, 50(3), 439-458.
. Pearce, A., & Pons, D. (2019). Advancing lean management: The missing quantitative approach. Operations Research Perspectives, 6: 1-14.
. Camuffo, A., & Gerli, F. (2018). Modeling management behaviors in lean production environments. International Journal of Operations & Production Management, 38(2): 403-423.
. van Assen, M. F. (2018). Exploring the impact of higher management’s leadership styles on lean management. Total Quality Management & Business Excellence, 29(11-12): 1312-1341.
. Antony, J., Krishan, N., Cullen, D. & Kumar, M. (2012), “Lean Six Sigma for higher education institutions (HEIs) Challenges, barriers, success factors, tools/techniques”, International Journal of Productivity and Performance Management, 61(8), 940-948.
. Maditinos, D., Chatzoudes, D. & Tsairidis, C. (2011), “Factors affecting ERP system implementation effectiveness”, Journal of Enterprise information management, 25(1), 60-78.
. Cameron, E, & Green, M (2020). Making Sense of Change Management. 5th edition Kogan Page.
. Lee, K.H. (2009), “Why and how to adopt green management into business organizations?: the case study of Korean SMEs in manufacturing industry”, Management Decision, 47(7), 1101–1121.
. Hines, P., Found, P., Griffiths, G. & Harrison, R. (2008), Staying Lean – Thriving Not Just Surviving, London: LERC.
. Testani, M. V., & Ramakrishnan, S. (2012). Lean leadership readiness for change: A methodology for lean change readiness and continuous improvement. In IIE Annual Conference. Proceedings (p. 1). Institute of Industrial and Systems Engineers (IISE).
. Atkinson, P. (2010), “Lean is a cultural issue”, Management Services, 54(2), 35-41.
. Taberimasbbadi, M., & Ribas, I. (2018). A Model to align the organizational culture to Lean. Journal of Industrial Engineering & Management, 11(2).
. Sreedharan, V. R., & Sunder, M. V. (2018). A novel approach to lean six sigma project management: a conceptual framework and empirical application. Production Planning & Control, 29(11), 895-907.
. Gaiardelli, P., Resta, B., & Dotti, S. (2019). Exploring the role of human factors in lean management. International Journal of Lean Six Sigma. 10(1): 339-366.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2021 Michail Angelopoulos, Yannis Pollalis
This work is licensed under a Creative Commons Attribution 4.0 International License.
