Explicating lean principles by examining Indian software services
By: Bradley R. Staats, David M. Upton
Contributors: Upton, David M., 1959-; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 08-001; Working paper (Harvard Business School. Division of Research) -- 08-001
Publisher: Division of Research, Harvard Business School
Published: 2007
Place of publication: Boston
Language: eng
Number of pages: 32
Description: This paper examines the implementation of a lean operating system at an Indian software services firm. By studying the introduction and impact of lean management techniques in a nontraditional setting we are able to move beyond the artifacts and gain insight into the principles that may lead to improved performance in certain settings. In particular we find that the impact of the changes on problem solving, standardization of work, and coordination improve the way that the firm learns and its productivity. Using a detailed case study we document the internal firm processes that the lean principles influence and empirically show that firm operational performance has improved. Finally, we suggest that the lean initiative studied, possesses qualities of a Trojan Horse change initiative -its outward manifestation accomplishes the short term goal (entering the city gates / productivity) while its inner core leads to much more radical change (sacking of Troy / innovation).
Notes: "Confidential Draft: July 9, 2007"--Added t.p.

Includes bibliographical references.