Management Department
Higher School of Economics
Nizhniy Novgorod, Russia
Course Outline
Corporate culture and motivation in lean management
Lecturer: Kirushin, Sergey A., associate professor, skirushin@hse.ru
Bachelor Program in Management, module 2, 3
Course Summary
This is a 4 year Bachelor Program in Management.
Course Prerequisites: Operations Management, Human Resource Management,
Leadership psychology, Lean Management.
Course Layout: the course will consist of lectures and seminars, also case studies,
tests, control work writing and presentations on projects will be included in the
course.
New to This Course and Added Value for Students
The course is focused on understanding of corporate culture as result of lean
management, formation of a stream of creation of value by the qualified employees,
modern models of involvement and motivation of people, transformations of
corporate culture to lean management.
The purposes of a course are the formation at students of knowledge of
corporate culture of lean production and motivation, personnel involvement in
continuous improvement of activities according to the concept of lean management.
The course is based on personal experience of the author, modern references of
known foreign experts in the sphere of formation and transformation of corporate
culture and motivation of people in lean management.
This course is useful for english-speaking students from different countries.
The practical part of a course is illustrated by the cases based on practical experience
of the Russian and foreign companies.
The result of management of lean system is corporate culture. Almost all the
losses are the result of the lack of useful and useable knowledge in the right place at
the right time. Lean companies typically spend more time on the creation and
development of knowledge and substantially less for their practical implementation.
Obtained useable knowledge can be re-used in various projects and other areas.
Useable knowledge reflects the practical importance of values of corporate culture in
lean management and unites levels of corporate culture.
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It is important to Value-Stream Manager to create not simply a stream of
creation of value of a product or service, but to provide its realization by the
coordinated stream of competent staff.
Implementation of culture and motivation in lean management defines
efficiency, stability and dynamics of development and transformation of lean
companies.
Therefore studying of this course has paramount value.
Topics Covered
Topic 1. Corporate culture as a mentality and behavior in lean management
Topic 2. Use of corporate culture for production stimulation according to the
concept of lean management
Topic 3. Involvement and the formation of competent employees
Topic 4. Involvement and motivation of the personnel in continuous
improvement
Topic 5. Working groups and providing a work environment
Topic 6. Values of corporate culture in lean management
Topic 7. Changes of corporate culture in lean management
Total
Hours
8
6
6
6
6
6
6
44
Outline of Overall Course Structure
Topic 1. Corporate culture as a mentality and behavior in lean management
Learning Objectives:
1.
2.
3.
4.
Explain the importance and role of corporate culture in the lean management.
Classify the main levels of the corporate culture.
Explain how lean managers will motivate staff in lean manufacturing.
Explain how lean managers will evaluate corporate culture in lean
management.
5. Describe the change of corporate culture.
6. Describe the way of thinking in the formation of corporate culture.
Topic 2. Use of corporate culture for production stimulation according to the concept
of lean management
Learning Objectives:
1. Define the role and the importance of mutual trust in the development of lean
manufacturing.
2. Explain the value stream staff.
3. Explain the value stream product (service).
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4. Developing a model of corporate culture in lean management.
5. Analyze the processes of HR.
6. Analyze the processes of organizational support.
Topic 3. Involvement and the formation of competent employees
Learning Objectives:
1.
2.
3.
4.
Explain the role and importance of individual training and development.
Develop a process for selection and recruitment under the concept of lean.
Develop a reference model of employee working activities.
Train lean leaders.
Topic 4. Involvement and motivation of the personnel in continuous improvement
Learning Objectives:
1. Explain the continuous improvement and kaizen.
Using of examples to:
2. Improve or enhance the problem solving process.
3. Standardize.
4. Develop standards.
5. Analyze the commitment and dedication of staff.
6. Stimulate professional achievements of employees.
Topic 5. Working groups and providing a work environment
Learning Objectives:
1. Explain the balance of competition and cooperation.
Using of examples to:
2. Reorganize the management structure (flat management structure).
3. Organize group work.
4. Organize meetings for training.
5. Provide a safe working environment.
6. Build a culture of safety.
Topic 6. Values of corporate culture in lean management
Learning Objectives:
1. Understanding of the values of corporate culture in lean management.
2. Analyze two-way communication.
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3.
4.
5.
6.
7.
Analyze the allocation of responsibility.
Develop reports A3.
Understanding the visual management.
Analyze leader and lean leader.
Analyze values of Toyota and system of lean production of the company + 6
sigma.
8. Use genchi genbutsu.
Topic 7. Changes of corporate culture in lean management
Learning Objectives:
1.
2.
3.
4.
5.
Hoshin Kanri.
Development of corporate culture in lean management.
Transformation of corporate culture in lean management.
Personnel as renewable resource and long partnership.
Career promotion, reward and recognition.
Assessment output
 Final assessment - exam (colloquium);
 The saved-up assessment - 50% - class work, 50% - control work;
 Grading requirements - 50% exam (colloquium), 50% accumulated score (the
saved-up assessment).
Test 2 (class work, topic 2 (pattern))
1. Specify the correct determination of the value stream.
a. Ideas any creating and not creating value, necessary to develop the concept of
start of a stream the values modeling the order and delivery.
b. Actions any creating and not creating value, necessary to develop the concept
of start of a stream of value, and fixed actions from the order before delivery.
c. Actions any creating and not creating value, necessary to get ideas of the value
concept.
d. Actions any creating and not creating value necessary for the order.
2. Choose the most correct compliance to concept of lean manager.
a.
b.
c.
d.
Administrator.
Value-Stream Manager.
Clerk.
None of these.
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3. What are the resources required corporate culture in lean management?
a.
b.
c.
d.
Material resources for production.
Services.
Mutual relations.
All of the above.
4. What caused the trust relationship of corporate culture in lean management?
a.
b.
c.
d.
Profitability.
Strategic results.
Standards.
Demand.
5. What objects and elements are included by model of formation of corporate culture
in lean management?
a.
b.
c.
d.
Checks and inspections.
Encouragement for group work.
Career.
Administration.
6. What are the principles of lean manufacturing?
a.
b.
c.
d.
Principles for reducing manufacturing costs.
The principle of "just in time".
Three phases of implementation of lean manufacturing.
All of the above.
7. Specify a source of losses.
a.
b.
c.
d.
Standardized inventory.
Shipping.
Waiting time.
Finished products.
8. Identify the key condition for the successful use of a corporate culture based on the
implementation of lean manufacturing principles and concepts of lean management.
a.
b.
c.
d.
Development and implementation of operating instruction, the use of TWI.
Application of sets of working tools, equipment use.
Information boards.
Analysis and validation documentation.
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9. What is the optimal order of the key steps of using the principles of lean
manufacturing?
a. Implementation of a continuous stream of value creation, uniform and efficient
distribution of tasks by days, weeks and months to smooth flow,
transformation of demand to the order of the client.
b. Transformation of the order to demand of the client, providing a stream of
creation of value, distribution of amounts of works on days, weeks and months.
c. Transformation of demand to the order of the client, realization of a continuous
stream of creation of value, uniform and effective distribution of amounts of
works on days, weeks and months for stream smoothing.
d. Transformation of the order to demand of the client, providing a stream of
creation of value, the accounting of amounts of works on days, weeks and
months.
10. What actions are necessary to eliminate overproduction?
a. The use of standard operating procedures.
b. Optimize the layout of equipment, tools, equipment, office supplies for the
convenience and ease of performing quality work.
c. Implement norms and standards processes.
d. Trainings, training and self-training of people to work on various specialties.
Basic Reading
1. Jeffrey K. Liker, Michael Hoseus. Toyota Culture: The Heart and Soul of
the Toyota Way, McGraw-Hill, 2008., 2011. - 354 с.
2. Jeffrey K. Liker, Gary L. Convis. The Toyota Way to Lean Leadership:
Achieving and Sustaining Excellence through Leadership Development.
McGraw-Hill, 2012.
3. Jeffrey K. Liker, James K. Franz. The Toyota Way to Continuous
Improvement: Linking Strategy and Operational Excellence to Achieve
Superior Performance. McGraw-Hill, 2011.
4. David Mann. Creating a Lean Culture: Tools to Sustain Lean Conversions.
Productivity Press, 2010.
Supplementary Reading
1. Jeffrey K. Liker, Timothy N. Ogden. Toyota Under Fire: Lessons for Turning
Crisis into Opportunity. McGraw-Hill, 2011.
2. Jeffrey P. Wincel, Thomas J. Kull. People, Process, and Culture: Lean
Manufacturing in the Real World. Productivity Press, 2013.
3. Jon Miller, Mike Wroblewski, Jaime Villafuerte. Creating a Kaizen Culture:
Align the Organization, Achieve Breakthrough Results, and Sustain the Gains.
McGraw-Hill Professional, 2013.
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4. Aristide van Aartsengel, Selahattin Kurtoglu. Handbook on Continuous
Improvement Transformation. The Lean Six Sigma Framework and Systematic
Methodology for Implementation. Springer, 2013.
5. Henrik Sonnenberg, Claus Sehested. Lean Innovation. A Fast Path from
Knowledge to Value. Springer, 2011.
6. Nightingale, Deborah J. Srinivasan, Jayakanth. Beyond the Lean Revolution :
Achieving Successful and Sustainable Enterprise Transformation. AMACOM
Books, 2011.
7. George, Mark O. Lean Six Sigma Guide to Doing More with Less : Cut Costs,
Reduce Waste, and Lower Your Overhead. Wiley, 2010.
8. Rothwell, William J. Graber, James McCormick, Neil. Lean but Agile :
Rethink Workforce Planning and Gain a True Competitive Edge. AMACOM
Books, 2012.
9. Cooper, Brant Vlaskovits, Patrick. Lean Entrepreneur : How Visionaries
Create Products, Innovate with New Ventures, and Disrupt Markets. Wiley,
2013.
10.Raymond C. Floyd. Liquid Lean: Developing Lean Culture in the Process
Industries. Productivity Press, 2010.
11.Art Byrne. The Lean Turnaround: How Business Leaders Use Lean Principles
to Create Value and Transform Their Company, McGraw-Hill, 2013.
12.John Nicholas. Lean Production for Competitive Advantage: A Comprehensive
Guide to Lean Methodologies and Management Practices. Productivity Press,
2011.
13.Dennis Averill. Lean Sustainability: Creating Safe, Enduring, and Profitable
Operations. Auerbach Publications, 2011.
14.Cheryl M. Jekiel. Lean Human Resources: Redesigning HR Processes for a
Culture of Continuous Improvement. Auerbach Publications, 2011.
15.Gary Santorella. Lean Culture for the Construction Industry: Building
Responsible and Committed Project Teams. Auerbach Publications, 2011.
16.James R. Bradley. Improving Business Performance With Lean. Business
Expert Press, 2012.
17.George Koenigsaecker. Leading the Lean Enterprise Transformation.
Productivity Press, 2013.
18.Mike Rother. Toyota Kata: Managing People for Improvement, Adaptiveness
and Superior Results. McGraw-Hill, 2010.
Internet links
1.
2.
3.
4.
5.
6.
http://library.hse.ru/e-resources/e-resources.htm
http://leancultureinc.com/
http://www.leanbusiness.ie/about_lean/lean_culture.html
http://www.lean.org/
http://international.leanbusiness.fr/Lean/Lean_Management.html
http://dmannlean.com/
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7. http://www.educational-business-articles.com/
http://www.leansupermarket.com/servlet/Categories?category=Lean+Video
s%3ALean+Culture+Videos
8. http://www.leanfrontiers.com/webinars/
9. http://www.kaizenworld.com/
10.http://www.leanroi.org/
11.http://www.leanmanufacture.net/
12. http://www.selectinternational.com/hr-strategies-to-support-a-lean-culture--webinar/
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