Sustaining lean in organizations through the management of tensions and paradoxes

In this chapter, we investigate the four types of organizational paradoxes of lean and the different types of strategies for dealing with these paradoxes in three organizations (Financial, Healthcare and Garments). The study of various types of paradoxes in lean has enabled companies to better understand the causes of resistance to lean implementation and, in consequence, take effective actions for facilitating lean implementation. For instance, in dealing with the learning paradox, the garment manufacturer in Bangladesh introduced a range of initiatives to foster the skills development of its workforce including machine operators, line supervisors and middle managers. Similarly, the financial company in Denmark attempted to reduce the tensions emerging from the paradox as employees had stronger attachment to their work identity. Dealing with the paradox often required various sessions of coaching, mentoring and group discussions in order to achieve a new level of understanding and the acceptance of the new role among the employees.