Lean principles, learning, and software production
Subtitle: evidence from Indian software services
By: Bradley R. Staats, David M. Upton
Contributors: Upton, David M., 1959-; Harvard Business School
Edition: Rev.
Series: Working paper /Harvard Business School -- 08-001; Working paper (Harvard Business School) -- 08-001
Publisher: Harvard Business School
Published: 2008
Place of publication: Boston
Language: eng
Number of pages: 32
Description: This paper examines how a company sets out to build an operations-based advantage. In particular, we investigate the implementation of a lean operating system at an Indian software services firm. By studying the attempted introduction and impact of lean management techniques in a non-manufacturing setting we move beyond the artifacts and gain insight into the principles that may lead to improved performance. Combining a detailed case study and empirical analysis we document the internal processes that the lean initiative influences. We find that lean projects perform better than the non-lean projects in our sample in many, but not all cases. Building on this result we see that the impact of the techniques on problem solving, coordination, and standardization of work improve the way that the firm learns as well as its productivity. We also gain insight into what elements do not translate well from manufacturing and what challenges exist in a unique setting, such as this.
Notes: Revision of: Explicating lean principles by examining Indian software services. c2007.

"Revised July 2008"--Publisher's website.

"Confidential Draft: June 10,2008"--Added t.p.

Includes bibliographical references.