Abstract:
In South Africa there is a desperate need to be more competitive and create efficiencies. Lean promises the improvement of quality and capacity while containing and reducing costs and therefore offers a competitive advantage. However, Lean transformation is not possible without appropriate Lean leadership practices. The objective of this research was to explore the factors that impact on Lean Leadership during a Lean transformation process. Eight qualitative, semi-structured interviews were conducted by using a case study approach.. The respondents represented two groups consisting of an Operational Group involved in the day to day management of the business and a Transformation Group that was responsible for the Lean implementation process. The study found that Leadership provides the foundation for process improvement. Communication and culture of the organisation are however fundamental aspects for the successful implementation processes. A simplistic model is proposed. Suggestions for future research and limitations of the study are presented.
