KFU. Card publication. Control transformation in the lean management system

KAZAN
FEDERAL UNIVERSITY

- RUS
- 中文
- ES

CONTROL TRANSFORMATION IN THE LEAN MANAGEMENT SYSTEM

Form of presentation

Articles in international journals and collections

Year of publication

2019

Язык

английский

Authors, employees of KFU

Akhmetshin Elvir Munirovich, author

Gabaydullina Liliya Aleksandrovna, author

Krotkova Ekaterina Vladislavovna, author

Mullakhmetov Khanif Sharifzyanovich, author

Sadriev Ruslan Duferovich, author

Bibliographic description in the original language

Mullakhmetov, K. S., Sadriev, R. D., Krotkova, E. V., Gabaidullina, L. A., & Akhmetshin, E. M. (2019). Control transformation in the lean management system. Paper presented at the Proceedings of the 32nd International Business Information Management Association Conference, IBIMA 2018 - Vision 2020: Sustainable Economic Development and Application of Innovation Management from Regional Expansion to Global Growth, 1717-1723.

Annotation

The lean concept supposes new approaches to production arrangement and management; accordingly, subsystems and management system elements, technologies and implementation methods for particular functions should change. Thesis objective: developing recommendations to improve the control function in the Russian companies introducing the lean management system. For this purpose, key changes in managed items and in the composition of control arrangement within the lean management system were studied; the key factors resulting in changes at different management levels were detected. The research methodology is structured so that the distinctive features of lean management and changes in the position and role of control are studied in the beginning in comparison with traditional management. Afterwards, the control function is studied in the companies having successfully introduced the lean management system (Toyota and KAMAZ). In the course of the study, it was found that the role of self-management and self-monitoring of workers is growing in the lean management system on the basis of positive corporate culture coordinated with the company's strategy. At the operational level, the control is based upon an elementary model - comparison with standards. It serves as the basis for implementation of a number of specific instruments of the concept - visual control and integrated quality. For efficient introduction and functioning of lean management, it is necessary to create leadership-based culture targeted at continuous improvement; and the existing systems, technologies and management methods are to be changed (adapted) on this basis. At the same time, the traditional objectives of control are to be transformed depending on the internal structural medium to harmoniously regulate the personnel relationships. To efficiently achieve the objective, the management system should contain both a managerial control system and a cultural instrumentality based on social impact.

Keywords

Control, Corporate culture, Efficiency, KAMAZ, Lean management, Management levels, Toyota

The name of the journal

Proceedings of the 32nd International Business Information Management Association Conference, IBIMA 2018 - Vision 2020: Sustainable Economic Development and Application of Innovation Management from Regional expansion to Global Growth

URL

https://www.scopus.com/inward/record.uri?eid=2-s2.0-85063043661&partnerID=40&md5=e298bf11ea816676501840094f178448

Please use this ID to quote from or refer to the card

https://repository.kpfu.ru/eng/?p_id=198501&p_lang=2

Resource files

File name	Size (MB)	Format
Control_transformation_...___32nd_IBIMA_Conf.___p._1717_1723.pdf	0,08	pdf	show / download

Full metadata record

Field DC	Value	Language
dc.contributor.author	Akhmetshin Elvir Munirovich	ru_RU
dc.contributor.author	Gabaydullina Liliya Aleksandrovna	ru_RU
dc.contributor.author	Krotkova Ekaterina Vladislavovna	ru_RU
dc.contributor.author	Mullakhmetov Khanif Sharifzyanovich	ru_RU
dc.contributor.author	Sadriev Ruslan Duferovich	ru_RU
dc.date.accessioned	2019-01-01T00:00:00Z	ru_RU
dc.date.available	2019-01-01T00:00:00Z	ru_RU
dc.date.issued	2019	ru_RU
dc.identifier.citation	Mullakhmetov, K. S., Sadriev, R. D., Krotkova, E. V., Gabaidullina, L. A., & Akhmetshin, E. M. (2019). Control transformation in the lean management system. Paper presented at the Proceedings of the 32nd International Business Information Management Association Conference, IBIMA 2018 - Vision 2020: Sustainable Economic Development and Application of Innovation Management from Regional Expansion to Global Growth, 1717-1723.	ru_RU
dc.identifier.uri	https://repository.kpfu.ru/eng/?p_id=198501&p_lang=2	ru_RU
dc.description.abstract	Proceedings of the 32nd International Business Information Management Association Conference, IBIMA 2018 - Vision 2020: Sustainable Economic Development and Application of Innovation Management from Regional expansion to Global Growth	ru_RU
dc.description.abstract	The lean concept supposes new approaches to production arrangement and management; accordingly, subsystems and management system elements, technologies and implementation methods for particular functions should change. Thesis objective: developing recommendations to improve the control function in the Russian companies introducing the lean management system. For this purpose, key changes in managed items and in the composition of control arrangement within the lean management system were studied; the key factors resulting in changes at different management levels were detected. The research methodology is structured so that the distinctive features of lean management and changes in the position and role of control are studied in the beginning in comparison with traditional management. Afterwards, the control function is studied in the companies having successfully introduced the lean management system (Toyota and KAMAZ). In the course of the study, it was found that the role of self-management and self-monitoring of workers is growing in the lean management system on the basis of positive corporate culture coordinated with the company's strategy. At the operational level, the control is based upon an elementary model - comparison with standards. It serves as the basis for implementation of a number of specific instruments of the concept - visual control and integrated quality. For efficient introduction and functioning of lean management, it is necessary to create leadership-based culture targeted at continuous improvement; and the existing systems, technologies and management methods are to be changed (adapted) on this basis. At the same time, the traditional objectives of control are to be transformed depending on the internal structural medium to harmoniously regulate the personnel relationships. To efficiently achieve the objective, the management system should contain both a managerial control system and a cultural instrumentality based on social impact.	ru_RU
dc.language.iso	ru	ru_RU
dc.subject	Control	ru_RU
dc.subject	Corporate culture	ru_RU
dc.subject	Efficiency	ru_RU
dc.subject	KAMAZ	ru_RU
dc.subject	Lean management	ru_RU
dc.subject	Management levels	ru_RU
dc.subject	Toyota	ru_RU
dc.title	Control transformation in the lean management system	ru_RU
dc.type	Articles in international journals and collections	ru_RU