Abstract
The paper describes an approach to engagement called Rapid Mass Engagement (RME) that has been used at a quarter of Shingo Prize winning sites in Europe between 2010 and 2017. The approach has been developed over the past 20 years with an ongoing process of experimentation. Particular features include the involvement of ALL employees, a series of diagnostic and problem-solving not merely consultative meetings, and the development of an employee-created organizational culture, locally developed by employees and codified in their own words. This ‘bottom-up’ dominated approach is in contrast with many top-down approaches, but helps to facilitate lean by enhancing leader standard work, policy deployment and continuous improvement.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Bortolotti T, Boscari S, Danese P (2015) Successful lean implementation: organizational culture and soft lean practices. Int J Prod Econ 160:182–201. https://doi.org/10.1016/j.ijpe.2014.10.013
Devine F (2016) When employees create their own high performance culture: the rapid, mass engagement process. Lean Manage J, September
Devine F (2016) The rapid, mass engagement process—part two. Lean Manage J, November
Devine F (2016) Demystifying leadership-setting leaders up for success. Lean Manage J
Emiliani ML, Stec DJ (2005) Leaders lost in transformation. Leadership Organ Dev J 26(5):370–387. https://doi.org/10.1108/01437730510607862
Garvey P (2015) Engaging an organisation in operational excellence: a case study in mass engagement. MSc dissertation, University of Buckingham
Garrad L, Chamorro-Premuzic T (2016) The dark side of high employee engagement. HBS (accessed)
Graupp P, Wrona R (2016) The TWI workbook, 2nd edn. CRC Press, New York
Hopp W (2018) Positive lean: merging the science of efficiency with the psychology of work. Int J Prod Res 56(1–2):398–413. https://doi.org/10.1080/00207543.2017.1387301
Liker JK, Meier DP (2007) Toyota talent. McGraw Hill, New York
Liker JK, Hoseus M (2008) Toyota culture. McGraw Hill, New York
Mann D (2010) Creating a lean culture. CRC Press, New York
Quinn RE, Thakor A (2018) Creating a purpose driven organisation. Harvard Business Review, July–August, pp 78–85
Richardson T, Richardson E (2017) The Toyota engagement equation. McGraw Hill, New York
Rother M, Aulinger G (2018) Toyota culture. McGraw Hill, New York
Shah R, Ward P (2007) Defining and developing measures of lean production. J Oper Manage 25:785–805
Shields C (2019) Boston Scientific Galway culture journey. Presentation made at enterprise Ireland conference, Croke Park, May 2019
Shingo Institute (2019) The Shingo model. https://shingo.org/model. Accessed June 2019
Shuck MB (2011) Four emerging perspectives of employee engagement: an integrative literature review. Hum Resour Dev Rev 10(3):304–328
Shuck MB, Rocco TS, Albornoz CA (2010) Exploring employee engagement from the employee perspective: implications for HRD. J Eur Ind Training 35(4)
Schaufeli WB (2018) Work engagement in Europe. Org Dyn 47:99–106
Trist E (1981) The evolution of socio-technical systems: a conceptual framework and an action research program. In: Van de Ven A (ed) Perspectives on organizational design and behaviour. Wiley, London. Accessed July 2019
Twomey W (2011) Beneath the waterline—a study of the effect of applying leader standard work to the social aspects of a manufacturing system on the performance of the system. MSc dissertation, Lean Enterprise Research Centre, Cardiff University
Whyte P (2011) Exploring the use of systems thinking to understand and plan change. MSc dissertation, Lean Enterprise Research Centre, Cardiff University
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2020 Springer Nature Switzerland AG
About this paper
Cite this paper
Devine, F., Bicheno, J. (2020). Creating Employee ‘Pull’ for Improvement: Rapid, Mass Engagement for Sustained Lean. In: Rossi, M., Rossini, M., Terzi, S. (eds) Proceedings of the 6th European Lean Educator Conference. ELEC 2019. Lecture Notes in Networks and Systems, vol 122. Springer, Cham. https://doi.org/10.1007/978-3-030-41429-0_7
Download citation
DOI: https://doi.org/10.1007/978-3-030-41429-0_7
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-41428-3
Online ISBN: 978-3-030-41429-0
eBook Packages: EngineeringEngineering (R0)