Työssä tutkittiin Lean-johtamista liiketoiminnan muutosprojektissa, jossa teollisuusyritykselle määritetään yhteiset globaalit prosessit ja otetaan käyttöön uusi toiminnanohjausjärjestelmä. Tutkimuksessa esiteltiin keskeiset muutosjohtamisen mallit, Lean-toimintatapa sekä sen välineet. Muutosjohtamisen osalta Lean-toimintamallin käyttöönotossa sovellettiin Kotterin (1996) muutosjohtamisen mallia. Lean-toimintamallin osalta käytiin läpi palveluprojektiin sopivat Lean-toimintamallin välineet arvovirtakaavio, juurisyyanalyysi, visuaaliset kontrollit, Kanban-malli sekä jatkuva kehittäminen. Teoria-osuudessa käytiin myös läpi yrityskulttuurin tärkeä rooli Lean-toimintatavan käyttöönoton onnistumisessa.
Lean-toimintatavan soveltamiseen palveluissa ei ole olemassa yhtä selkeää viitekehystä, joten tämä loi omat haasteensa Lean-toimintatavan käytölle liiketoiminnan muutosprojektissa, vaikka yrityksessä on käytetty tuotannon puolella Lean-toimintatapaa jo pitkään. Yhteenvetona voidaan todeta, että Lean-johtaminen soveltuu liiketoiminnan muutosprojektiin. Toimivia Lean-toimintamallin työkaluja ovat tutkimuksen perusteella arvovirtakaavio, juurisyyanalyysi sekä jatkuva kehittäminen. Arvovirtakaavion avulla voitiin tunnistaa prosesseissa olevaa hukkaa. Juurisyyanalyysin avulla pystyttiin estämään samojen virheinen syntyminen uudestaan, johon myös first-time-right ajattelu perustuu.
Lean-toimintatapa tähtää jatkuvaan kehittämiseen.
Tutkimuksessa tuli esille, että johtaminen fyysisen valkotaulun avulla ei toiminut. Tämä johtui siitä, että liiketoiminnan muutosprojektissa toimintaympäristö muuttui useasti ja lisäksi projektissa toimivat ihmiset olivat usein eri paikkakunnilla. Tutkimuksessa todettiin projektissa suurimmiksi hukan aiheuttajiksi ylituotanto, odottelu ja ylimääräinen liike.
Projektissa suurimmat hukat aiheutuivat byrokratiasta. Malmbrandtin ja Åhlströmin (2013) mallin mukaan analysoituna vahvimmat ovat Lean-toimintatavan osalta Kohdeyrityksen liiketoiminnan muutosprojektissa ovat työntekijän ja johdon osaaminen sekä jatkuva kehittäminen. Kehitettäviä kohteita Lean-toimintatavan osalta ovat Lean-muutosagentin käyttöönottaminen, asiakkaan osallistaminen sekä sisäänrakennettu laatu.
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