Resumo (PT):
Abstract (EN):
Currently, there is a good understanding that companies do not obtain satisfactory
results when lean practices are implemented alone. The benefits can only be realized
by making a substantial number of organizational changes, which in turn need to be
coherent with the business strategy. However, contextual factors drive companies to
adopt different business strategies, organizational structures and bundles of
production practices. Consequently, the sequence and content of business
development projects aimed to implement and test lean construction practices can
vary according to each firm’s internal characteristics and conjunctural needs.
This paper argues that lean implementation is not an isolated event, but part of an
effort to create a strategy-structure alignment. Moreover, because lean
implementation is conducted through different internal projects, it is also argued that
projects constitute the link between business strategy, organizational structure and
lean processes. A model is proposed to explain the role that projects play in
interlinking strategy, structure and processes. In doing so, the authors hope to bring
awareness to the bigger changes behind lean implementation and to the challenges of
building “finely-tuned” organizations for specific missions.
Language:
English
Type (Professor's evaluation):
Scientific
Notes:
In 'A Project-Based View of the Link Between Strategy,
Structure and Lean Construction':, Rooke, J. & Dave, B., 19th Annual Conference of the International
Group for Lean Construction. Lima, Peru, 13-15 Jul 2011
http://iglc.net/Papers/Conference/21
No. of pages:
11
License type: