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Systems thinking, lean production and action learning

Author

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  • John Seddon
  • Simon Caulkin

Abstract

Systems thinking underpins ‘lean’ management and is best understood through action-learning as the ideas are counter-intuitive. The Toyota Production System is just that—a system; the failure to appreciate that starting-place and the advocacy of ‘tools’ leads many to fail to grasp what is, without doubt, a significant opportunity for learning and improvement. Two case studies illustrate the application of the ideas behind the Toyota System for service organisations. In each case managers had to ‘un-learn’ in order to learn how to take the opportunity provided by a systems approach to the design and management of work.

Suggested Citation

  • John Seddon & Simon Caulkin, 2007. "Systems thinking, lean production and action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 4(1), pages 9-24, April.
    • Handle: RePEc:taf:alresp:v:4:y:2007:i:1:p:9-24
    DOI: 10.1080/14767330701231438
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    Citations

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    Cited by:

    1. Elizabeth A. Luckman, 2017. "Weaving action learning into the fabric of manufacturing: the impact of humble inquiry and structured reflection in a cross-cultural context," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 14(2), pages 174-184, May.
    2. Kamal S.K. & Nurul Fadly Habidin, 2017. "Junshi: A Daily Kaizen activity of Lean Production Management," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(3), pages 831-835, March.
    3. Paula Dawidowicz, 2012. "The Person on the Street's Understanding of Systems Thinking," Systems Research and Behavioral Science, Wiley Blackwell, vol. 29(1), pages 2-13, January.
    4. Duong Thuy Pham & Ayham A. M. Jaaron, 2018. "Design for Mass Customisation in Higher Education: a Systems-Thinking Approach," Systemic Practice and Action Research, Springer, vol. 31(3), pages 293-310, June.
    5. Gerald Midgley & Erik Lindhult, 2021. "A systems perspective on systemic innovation," Systems Research and Behavioral Science, Wiley Blackwell, vol. 38(5), pages 635-670, October.
    6. Christine Abbott & Michael Weiss, 2016. "Doing different things or doing things different: exploring the role of action learning in innovation," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 13(1), pages 41-49, March.
    7. Ufua, Daniel E. & Papadopoulos, Thanos & Midgley, Gerald, 2018. "Systemic Lean Intervention: Enhancing Lean with Community Operational Research," European Journal of Operational Research, Elsevier, vol. 268(3), pages 1134-1148.

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