Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.790784
Title: The minimum viable organization model : a grounded model of planned transformation to a Lean Production system
Author: Scarso Borioli, G.
ISNI:       0000 0004 8499 3512
Awarding Body: UCL (University College London)
Current Institution: University College London (University of London)
Date of Award: 2017
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Abstract:
Despite being one of the most widely studied managerial constructs, Lean Production (LP) still presents unresolved challenges to Companies which attempts at its implementation. Larry Summers1 recently talked about "Secular Stagnation" 2, a sustained, prolonged period of global contraction of economic output which according to Summers is far from being over. In this global context, a successful transformation to a LP system is now more than ever in the wish-list of business leaders, who needs to develop organizations which produce smarter, better and with less. It has been argued that such increased interest from the business community has not been matched with academic knowledge development on the process of LP Transformation. This dissertation aims at addressing such gap of theoretical understanding through a Grounded Theory investigation into a case of successful LP transformation: World Class Manufacturing (WCM) at Fiat Chrysler Automobiles (FCA). This investigation has yielded a model for LP Transformation Programmes, called the Minimum Viable Organization (MVO) Model which offers a novel perspective on the process of organizational change towards a LP system. The MVO model describes the iterative process of evolution of LP production as a viable system, within each plant involved in the programme, as well as the three core directional processes enacted by the LP Programme onto the target plants: Theory of Change (ToC), Monitoring and Evaluation (M&E) and Programme Interventions. Further to being grounded in the data, the MVO Model possesses both integrative and explanatory properties with regards to extant literature in the fields of both Change Management and Project/Programme Management, and has important managerial implication as it set a clear guideline for LP Programme managers in each of the four phases of the Programme Development Sequence: Foundations, Framework design and development, Insistence and Persistence.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.790784  DOI: Not available
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