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How do lean management organizations behave regarding training and development?

1996; Routledge; Volume: 7; Issue: 3 Linguagem: Inglês

10.1080/09585199600000147

1466-4399

Riidiger Kabst, Henrik Holt Larsen, Pia Bramming,

Operations Management Techniques

This paper analyses the role of training and development in lean management organizations. The hypothesis is that organizations characterized by lean management have a distinctive profile in terms of training and development. Specifically, it is hypothesized that lean organizations have the following features to a higher extent than non-lean organizations: • employee involvement in training and development • use of work groups for quality, product development and task flexibility • attribution of importance to training in quality, customer orientation and people management • line management responsibility for training and development of the employees • use of job enlargement • information of employees about management decisions • use of team briefings and quality circles. The analysis shows that it is possible to identify a relationship between lean management and training and development, although the statistical results could have been more significant. It is also discussed in the paper to what extent country-specific variables dominate (or are dominated by) company-specific characteristics. The general finding is that company-specific impact seems to be stronger than country-specific variables. In general, it can be said that the lean management pattern as a company-specific variable is characteristic for most countries analysed (although to a varying degree). It is, however, sometimes confounded by country-specific variables. For instance, Turkey does not follow the general pattern, and the hypothesis can be supported only in selected minor areas. Hence, in this case country-specific variables outweigh company-specific variables. In most other countries, this is not the case.