Review of lean frameworks
| Framework | Strengths | Weaknesses |
|---|---|---|
| Lean leadership by Dombrowski and Mielke (2014) | It provides a system for the sustainable implementation and continuous improvement of lean organisations | There is a lack of detailed implementation steps |
| Lean leadership attributes by Aij et al. (2015b) | It demonstrates that successful implementations need systemic change and invested leadership | Health-care-specific framework |
| Lean leadership practices by Ashtiani et al. (2017) | It presents a lean transformational leadership organisational conceptual model, combining lean leadership and transformational leadership | Lack of a of practical steps in the leadership model |
| Music as a framework for Lean leadership by Emiliani and Emiliani (2013) | It uses music as a system to compare and understand lean leadership | Strong focus on flow, lack of practical steps |
| Demystifying Lean leadership by Netland et al. (2020) | This study covers specific lean leadership practices for top-managers, middle managers and front-line managers | It is a discussion study and does not explore the practical steps |
| Lean leadership competencies for Industry 4.0 by Bianco et al. (2021) | The study identified 18 Lean leadership competencies and six Leadership 4.0 competencies | Industry 4.0 focus |
| The Toyota way leadership development model by Liker and Convis (2012) | Makes use of PDCA cycles to develop self, develop others, support Kaizen and align with organisational vision | Used in established lean organisations |
| Lean “leadership people process outcome” (LPPO) implementation model by K. Dibia et al. (2014) | It is system-based, people-driven and customer-centred | Used for lean implementations |
| Lean Developmental leadership by Ljungblom (2012) | It discusses lean behaviours | Study was conducted in Swedish context |
| Framework | Strengths | Weaknesses |
|---|---|---|
| Lean leadership by | It provides a system for the sustainable implementation and continuous improvement of lean organisations | There is a lack of detailed implementation steps |
| Lean leadership attributes by | It demonstrates that successful implementations need systemic change and invested leadership | Health-care-specific framework |
| Lean leadership practices by | It presents a lean transformational leadership organisational conceptual model, combining lean leadership and transformational leadership | Lack of a of practical steps in the leadership model |
| Music as a framework for Lean leadership by | It uses music as a system to compare and understand lean leadership | Strong focus on flow, lack of practical steps |
| Demystifying Lean leadership by | This study covers specific lean leadership practices for top-managers, middle managers and front-line managers | It is a discussion study and does not explore the practical steps |
| Lean leadership competencies for Industry 4.0 by | The study identified 18 Lean leadership competencies and six Leadership 4.0 competencies | Industry 4.0 focus |
| The Toyota way leadership development model by | Makes use of PDCA cycles to develop self, develop others, support Kaizen and align with organisational vision | Used in established lean organisations |
| Lean “leadership people process outcome” (LPPO) implementation model by | It is system-based, people-driven and customer-centred | Used for lean implementations |
| Lean Developmental leadership by | It discusses lean behaviours | Study was conducted in Swedish context |
Source(s): Authors’ own work
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