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• PDCA – How does the Organization Learn?

  1-9

  Attila Gurabi

  Norbert Mátrai

  Views:

  448

  An organisation (whether it is in the private or in the public sector)knows where it is headed, it has a vision. To achieve this vision the organisation can have a strategy beforehand or the vision can be the result of a continuously improving strategy.The strategy can be developed according to the earlier routines or in a totally new way. Many times failures help to find a solution better than the chain of successes. The lessons learned should inevitably be part of the following cycles otherwise the same issues rise again and again which finally ends in exasperation and giving up. When we create a learning process it is easier to focus on avoiding the obstacles than motivation. PDCA is a well-known method for it but what prevents us from applying it the proper way? What are the obstacles that prevent the organisation from developing through its learning processes?

• Szervezeti életciklusok és a Lean transzformáció

  646-656

  Norbert Mátrai

  Views:

  326

  A wide range of literature has been published regarding the features of lean transformation. The main focus of these researches has been the examination of the hurdles and stimulants of a lean transformation as well as the analysis of lean leaders’ qualities and behaviours.  However, most of these literatures do not deal with either the connection between lean transformation and organization lifecycles or the examination of the role of a full-time lean facilitator / a lean group. The aim of this article is to draw attention to the importance of these connections and stimulate further research on the matter.

• Evolution of Lean Management and the Organizational Learning

  251-259

  Attila Gurabi

  Norbert Mátrai

  Views:

  643

  In industry, service and public sector lean approach is gaining ground. However, there is a significant difference between the organizations applying lean concept in case of their lean transformation maturity level as well as their lessons learned. There is a huge variety of methods and techniques which can be used but there are two conditions in case of every organization regardless their sector or their lean maturity level which determine the success of their lean development: lean approach leader and learning organization. Lean leadership is not based on a particular sector or method and a ready-made lean organization is not needed either. The concept of the top management has a huge effect on the characteristics of theorganization but whether the will of the management is enough for the complete transformation or not is the question. Is the target the lean organization itself or how a unit of an organization or the whole organization can react to the change of the environment? The attitudes and behaviors of lean approach leadership can be applied every day, everywhere and support the aim of creating a real lean organization.