Table 2 Code book on interventions to... | Emerald Publishing

Table 2

Code book on interventions to implement lean production

Aspect	Action	Definition	Quotation
Developing ostensive aspects	Engaging employees to develop an understanding of the principles and ideas of operating and improvement routines	The importance of operating and improvement structures is sold to employees through lean games, internal or external excursions, training, performance management and/or involvement in improvement activities, and discussions	“When I asked [him] if he wanted to do the course and explained that he would also do two or three projects every year, he was very hesitant, he was very busy already. He saw it as extra work. … While I was talking, I tried to make it clear to him: “You are doing those projects already. Only now you get a tool to do it in a structured way, with a head and a tail, to efficiently manage your projects.” Then he understood that he did not have to do anything extra but that his current work would be done in a more structured manner. Now he is almost done with his first project which is going very, very well!” – Improvement Manager, Case B
Improving performative aspects	Providing employees with what is necessary to improve operating and improvement routines	Employees are triggered and empowered to initiate and carry through improvement activities using measurement, tools and techniques and they are guided during the enactment of these improvement activities	Interviewer: “How do you get people to such a stage that they do it themselves without you looking at it?” Respondent: “I think they must experience it. … When you approach relatively simple problems, you can show them the kind of influence they have themselves, so that they can pick it up themselves easily.” – Improvement Manager, Case A
Implementing related artefacts	Finding and organizing artefacts related to operating and improvement routines	Operating and improvement structures, objects, tools and systems are searched for, found and used to guide operating and improvement activities	“Here we came up with the train system. This is the pillar of our new method. … If we expand this with hand scanners and we ensure prioritisation through a funnel, where you throw everything in and then only one thing comes out, we are golden.” – Engineering Manager, Case C
Managing through time	Maintaining feasible steps through time	Lead time of improvement projects is reduced by choosing manageable scopes, doing them sequentially and frequently following up on them. This enables employees to experience that their efforts lead to a better workplace, understand the reason for improvement, reduce resistance and increase motivation to participate and thus keep the momentum	“At that moment it brought a lot of resistance because the employees said, “We can set our own pace but now you are pushing us.” Then there was a heated discussion, where I said, “You must set the pace, but we also have to take steps because right now we have been on the same level for months.” … The agreement we made afterwards is that the Plant Manager goes to the shop floor every Wednesday afternoon to do his 5S round and to understand how best to facilitate them. … After we made that agreement, we saw it progress very quickly.” – Improvement Manager, Case B

Aspect	Action	Definition	Quotation
Developing ostensive aspects	Engaging employees to develop an understanding of the principles and ideas of operating and improvement routines	The importance of operating and improvement structures is sold to employees through lean games, internal or external excursions, training, performance management and/or involvement in improvement activities, and discussions	“When I asked [him] if he wanted to do the course and explained that he would also do two or three projects every year, he was very hesitant, he was very busy already. He saw it as extra work. … While I was talking, I tried to make it clear to him: “You are doing those projects already. Only now you get a tool to do it in a structured way, with a head and a tail, to efficiently manage your projects.” Then he understood that he did not have to do anything extra but that his current work would be done in a more structured manner. Now he is almost done with his first project which is going very, very well!”– Improvement Manager, Case B
Improving performative aspects	Providing employees with what is necessary to improve operating and improvement routines	Employees are triggered and empowered to initiate and carry through improvement activities using measurement, tools and techniques and they are guided during the enactment of these improvement activities	Interviewer: “How do you get people to such a stage that they do it themselves without you looking at it?”Respondent: “I think they must experience it. … When you approach relatively simple problems, you can show them the kind of influence they have themselves, so that they can pick it up themselves easily.”– Improvement Manager, Case A
Implementing related artefacts	Finding and organizing artefacts related to operating and improvement routines	Operating and improvement structures, objects, tools and systems are searched for, found and used to guide operating and improvement activities	“Here we came up with the train system. This is the pillar of our new method. … If we expand this with hand scanners and we ensure prioritisation through a funnel, where you throw everything in and then only one thing comes out, we are golden.”– Engineering Manager, Case C
Managing through time	Maintaining feasible steps through time	Lead time of improvement projects is reduced by choosing manageable scopes, doing them sequentially and frequently following up on them. This enables employees to experience that their efforts lead to a better workplace, understand the reason for improvement, reduce resistance and increase motivation to participate and thus keep the momentum	“At that moment it brought a lot of resistance because the employees said, “We can set our own pace but now you are pushing us.” Then there was a heated discussion, where I said, “You must set the pace, but we also have to take steps because right now we have been on the same level for months.” … The agreement we made afterwards is that the Plant Manager goes to the shop floor every Wednesday afternoon to do his 5S round and to understand how best to facilitate them. … After we made that agreement, we saw it progress very quickly.”– Improvement Manager, Case B