The Formation Of Organizational Culture In The Aspect Of Lean Management Principles In The Energy Industry

AGH University of Science and Technology, Al. Mickiewicza 30, 30-059 Krakow, Poland

^* Corresponding author: marta.sukiennik@agh.edu.pl

Abstract

Nowadays, the aspect of Lean Management is a very fashionable trend of reorganizing the work of production processes, but also in management processes. It affects the approach to work, its quality, cost-effectiveness and the organization itself. The classic understanding of Lean Management comes from Japan (Toyota Motor Corporation). The aim of Toyoda was to eliminate flaws and wastage in the production process [1]. Ohno, who identified seven types of muda (waste) [2]- widely described in the Lean literature continued the elimination of waste in the processes. Analyzing the organization and its organizational culture it is clear that the enterprises of the energy sector in Poland are undergoing transformation. Organizational behaviour is increasingly observed to improve the external and internal image of the company. Guidelines and basic elements shaping the organizational culture more and more often for the managerial staff are a basic tool of work. It is important because that, the Liker [3] added the eighth type of muda - untapped creativity of employees, understood as the loss of time, ideas, skills, improvements and learning opportunities due to the fact that employees are not involved or do not listen to them. In the energy industry, which is highly specific in its functioning, the simple implementation of the principles and classical understanding of Lean may prove to be ineffective. Especially in the technical and technological aspects, where considering the long investment time, rigid modelling of processes, only few paths of process optimization, it is difficult to effectively change and modify Lean Management or Lean Manufacturing. However, it is not advisable to stop thinking about Lean in the energy industry. According to specialists[4], Lean methodologies and principles should be implemented, especially in the areas of maintenance, production and supervision, logistics, administration or sales and customer service. Transformation of the organizational culture to such a character that has Lean in its foundations needs number of actions. This article will present a concept designed to transform the organizational culture of energy companies in Poland.