Learning in the Digital Era 7th European Lean Educator Conference, ELEC 2021, Trondheim, Norway, October 25-27, 2021, Proceedings

This book constitutes the refereed proceedings of the 7th European Lean Educator Conference ELEC 2021, hosted in Trondheim, Norway, in October 2021 and sponsored by IFIP WG 5.7.The conference was held virtually.The 42 full papers presented were carefully reviewed and selected from 82 submissions.

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Bibliographic Details
Published inLearning in the Digital Era 7th European Lean Educator Conference, ELEC 2021, Trondheim, Norway, October 25-27, 2021, Proceedings Vol. 610
Main Authors Powell, Daryl John, Alfnes, Erlend, Holmemo, Marte D. Q, Reke, Eivind
Format eBook Conference Proceeding Book
LanguageEnglish
Published Cham Springer Nature 2021
Springer International Publishing AG
Springer International Publishing
Edition1
SeriesIFIP Advances in Information and Communication Technology
Subjects
Business and Management
Business Information Systems
Computer programming, programs, data
Computer Science
Computers and Education
Industrial and Production Engineering
Lean manufacturing
Operations Management
Online AccessGet full text
ISBN9783030929343
3030929345
9783030929336
3030929337
ISSN1868-4238
1868-422X
DOI10.1007/978-3-030-92934-3

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Table of Contents:
  • 2 Description of the Main Excellence Models Inspired in TPS
  • Acknowledgements -- References -- Lean 4.0 -- Mapping the Terrain for Lean Six Sigma 4.0 -- Abstract -- 1 Introduction -- 2 Methodology - Systematic Literature Review -- 3 Results -- 4 Discussion -- 5 Conclusion -- References -- Learning Through Action: On the Use of Logistics4.0 Lab as Learning Developer -- Abstract -- 1 Introduction -- 2 Logistics4.0 Lab -- 3 Action Learning at the Log4.0 Lab: Some Examples -- 3.1 Teaching Materials on Lean4.0 in the Design Level -- 3.2 Teaching Materials on Lean4.0 in the Operational Level -- 4 Conclusions -- References -- Blended Network Action Learning - A Digital Lean Approach to Solving Complex Organizational Problems Across Space and Time -- Abstract -- 1 Introduction -- 2 Theoretical Background -- 2.1 Action Learning -- 2.2 Network Action Learning -- 3 Towards a Philosophy for Blended Network Action Learning -- 4 The Lean Strategy Approach to Problem Resolution: Find, Face, Frame, Form -- 5 BNAL Methodology: Framework and Guidelines -- 5.1 The Problem -- 5.2 The Network -- 5.3 The Questioning and Reflective Process -- 5.4 The Commitment to Action -- 5.5 The Commitment to Learning -- 5.6 The Learning Facilitator -- 6 A Theory of Action and Science of Praxeology -- 6.1 System Alpha - Finding, Facing, and Framing (or Re-framing) the Problem -- 6.2 System Beta - Forming and Implementing the Solution(s) to the Problem -- 6.3 System Gamma - Reflecting over Learning and Emergent Actionable Knowledge -- 7 Conclusion -- Acknowledgements -- References -- Lean Management -- 'Fake Lean' -- On Deviating from an Ambiguous Essence -- Abstract -- 1 An Appealing Term -- or is it? -- 2 Organization Concepts -- 3 Lean-Inspired Changes in Practice -- 4 Lean Back and Beyond Toyota -- 5 Faking Forward? -- References -- Toyota Inspired Excellence Models -- Abstract -- 1 Introduction
  • 1 Problem Addressed -- 2 Lean in Higher Education -- 3 A Problem-Solving A3 -- 4 Students A3 Focus -- 5 A3 Material from the Students -- 6 Students' Experiences -- 7 Challenges When Students Were Applying an A3 on Own Learning Process -- 8 Concluding Remarks -- Appendix -- References -- Lean Learning Factories: Concepts from the Past Updated to the Future -- Abstract -- 1 Introduction -- 2 Materials and Methods -- 3 Results and Discussion -- 3.1 Quantitative Statistics -- 3.2 Companies Involved and Learning Strategies -- 3.3 Discussion -- 4 Conclusion -- Acknowledgements -- References -- The Impact of Different Training Approaches on Learning Lean: A Comparative Study on Value Stream Mapping -- Abstract -- 1 Introduction -- 2 Theoretical Background -- 3 Research Design and Methodology -- 4 Case Studies -- 5 Results and Discussion -- 6 Conclusion -- Acknowledgements -- Bibliography -- Teaching Lean in the Digital Era -- Lean Courses in Process Form - Do as We Learn, Success or Not? -- Abstract -- 1 Background -- 2 Purpose -- 3 Course Structure and Content -- 4 Pedagogic Approach -- 4.1 Evaluation Form - 3 Phases -- 5 Method -- 6 Findings -- 7 Conclusion -- Acknowledgements -- References -- The Digitalisation and Virtual Delivery of Lean Six Sigma Teaching in an Irish University During COVID-19 -- Abstract -- 1 Introduction -- 2 Literature Review -- 3 Methodology -- 3.1 Development of Online Lean Learning Module -- 3.2 The Virtual Obeya Kaizen Room -- 4 Results -- 5 Discussion and Conclusion -- References -- A Lean Six Sigma Training Providers Transition to a 100% Online Delivery Model -- Abstract -- 1 Introduction -- 2 Literature Review -- 2.1 Training Design for Online Training Deployment -- 2.2 Advantages of Online and Virtual Training Delivery -- 3 The Research Project -- 3.1 The Research Company -- 3.2 Research Methodology -- 4 Results
  • 1.1 Idea and Basic Principle Behind ADaM24 and PCB -- 1.2 Data Collection in the Digital Age -- 2 In 6 Learning Steps to LEAN Success: The ADaM24 Procedure Model According to Langer and Mussler -- 3 ADaM24 in Action Against Bottlenecks -- 4 PCB in the Context of LEAN Thinking and Industry 4.0 -- 5 Cybernetics and PCB in Learning Organizations -- 6 The Psychology of Learning in Use for the Implementation -- 7 PCB Topology Shows Concrete Lines of Action -- References -- Proposing VSM as a Tool to Compare Synchronic Online Teaching and Face-to-Face Teaching -- Abstract -- 1 Introduction -- 2 Teaching Process as a Value Stream -- 3 Methodology -- 4 Findings -- 5 Discussion -- 6 Conclusion -- References -- Hybrid Learning Factories for Lean Education: Approach and Morphology for Competency-Oriented Design of Suitable Virtual Reality Learning Environments -- Abstract -- 1 Introduction -- 2 Virtual Reality and Learning Factories -- 3 Methodology -- 3.1 Development of the VR Scenarios -- 4 Results -- 4.1 Organizational Requirements -- 4.2 Learning Targets -- 4.3 Design -- 5 Discussion and Outlook -- Acknowledgements -- References -- Fostering Insights from Real-Time Data -- Abstract -- 1 Introduction -- 2 Literature Review -- 2.1 Lean as a Learning System -- 3 Research Method -- 4 Results - The Action Research Process -- 4.1 Diagnosing -- 4.2 Action Planning -- 4.3 Action Taking -- 4.4 Evaluation -- 5 Discussion -- 6 Conclusion -- References -- Shaping Lean Teaching Methods: Recognizing Lean as a Journey vs. A Set of Tools -- Abstract -- 1 Introduction -- 2 Literature Review -- 2.1 Lean as Management Philosophy -- 2.2 Common Lean Teaching Methods and Outcomes -- 2.3 Why the Need to Evaluate Lean Teaching Methods? -- 3 Research Methodolgy -- 4 Analysis of Results and Discussion -- 5 Conclusion -- References -- Learning a Lean Way -- Abstract
  • 4.1 Virtual Classroom Design -- 4.2 Virtual Classroom Delivery -- 4.3 Quantitative Survey Results -- 4.4 Qualitative Interview Results -- 5 Discussion and Conclusion -- References -- Teaching in Virtual Reality: Experiences from a Lean Masterclass -- Abstract -- 1 Introduction -- 2 Immersive Teaching with Virtual Reality -- 3 Teaching Intelligent Lean in TLN's Gemba Platform -- 4 Feedback and Experiences -- 5 Discussion and Outlook -- 5.1 Advantages of Teaching in Real-Time VR -- 5.2 Challenges of Teaching in Real-Time VR -- 6 Conclusions -- References -- Lean and Digital -- When Digital Lean Tools Need Continuous Improvement -- Abstract -- 1 Introduction -- 2 Methods -- 3 Case Description and Analysis -- 3.1 TP Supports and Motivates Performance and Improvement -- 3.2 TP Needs to Keep up with Development to Support the Processes -- 3.3 Access to Fix and Improve Digital Solutions -- 4 Discussion and Conclusion -- References -- Discovering Artificial Intelligence Implementation and Insights for Lean Production -- Abstract -- 1 Introduction -- 2 Research Methodology -- 3 Findings and Discussion -- 3.1 The Main Use Cases of AI in Manufacturing Operations -- 3.2 The Design of the Implementation Process -- 3.3 Challenges and Pitfalls in the Implementation Process -- 3.4 Further Consequences of Implementing AI -- 4 AI and Insights for Lean Production -- 5 Conclusion and Future Research -- References -- Breaking Out of the Digitalization Paradox -- Abstract -- 1 Introduction -- 2 Digitalization and the Paradox -- 2.1 What is Most Obvious is Most Hidden -- 2.2 Simplification Complicates -- 2.3 Outcomes of Path Dependence are Compared with Options of the Past -- 2.4 Focusing Relentlessly on Efficiency Hinders Growth -- 3 Breaking Out of the Paradox -- 3.1 Dynamic Capability Approach to Digitalization -- 3.2 Combining Lean and Digitalization -- 4 Conclusions
  • Intro -- Preface -- Organization -- Contents -- Learning Lean -- Sustaining Continuous Improvement Through Double Loop Learning -- Abstract -- 1 Introduction -- 2 The Need for CI in Public Services -- 2.1 The Application of CI in Public Services -- 2.2 Contemporary Thinking on the PSO Paradigm -- 3 On Organisational Learning -- 3.1 Argyris on Organisational Learning -- 3.2 Tenets of Single Loop Learning (SLL) -- 3.3 The Importance of Double Loop Learning (DLL) -- 4 The Current State of CI in Public Sector -- 4.1 DLL as an Undervalued Perspective on CI -- 5 Case Study Pilot of SLL and DLL Behaviours -- 5.1 Initial Findings -- 6 Conclusion -- References -- Learning Spaces for Engineering Education: An Exploratory Research About the Role of Lean Thinking -- Abstract -- 1 Introduction -- 2 Research Objective and Methodology -- 2.1 Learning Spaces Identification and Characterization -- 2.2 Analysis of the Role of Lean Thinking in Engineering Learning Spaces -- 3 Learning Spaces in Engineering -- 4 Discussion -- 4.1 Level of Governance -- 4.2 Technical Features -- 5 Conclusions and Future Works -- References -- The Learning Way to EBITDA Improvement -- Abstract -- 1 Introduction -- 2 Research Design -- 3 Findings -- 4 Discussion -- 5 Conclusion and Implications -- Acknowledgements -- References -- Top Down or Bottom Up -- Abstract -- 1 Introduction -- 2 Lean in Higher Education -- 2.1 Lean in Higher Education -- 2.2 Success Factors of Lean in Higher Education -- 2.3 Perspectives on CSFs Using Q-Methodology -- 3 Methodology -- 4 Findings -- 4.1 Quantitative Findings -- 4.2 Qualitative Findings -- 5 Discussion -- 6 Recommendations for Practitioners -- 7 Limitations and Further Research -- Acknowledgments -- References -- The Production Cultural Biorhythm as a New LEAN Learning Process -- Abstract -- 1 Making Unexpected Potentials Easily Visible