Chancen und Risiken der Implementierung von Lean Schulungen auf die operativen Prozesse in produzierenden Unternehmen

Abstract

In a constantly changing market environment, manufacturing companies are constantly being put to the test in terms of resilience and continuous adaptation to new circumstances. In order to maintain their competitiveness in the market, companies must demonstrate these qualities. This thesis therefore examines the influence of lean training on productivity, quality and process improvements in manufacturing companies. The starting point is the observation that implementation is not effective through technical measures alone, but requires employee empowerment. The aim of the work is to analyze the effectiveness of different training methods at the operational level, to assess their suitability across hierarchies and to record their contribution to the sustainable establishment of a lean culture. As part of a literature review, scientific sources were systematically analyzed in order to identify criteria for evaluating the effectiveness of training, suitable lean methods (such as 5S, Kaizen) and differentiated training concepts. Special consideration was given to training formats that are methodically and didactically tailored to specific hierarchical levels, as the work led to the realization that lean training must be strongly adapted to the target group in order to achieve the maximum effect. The results show that lean training courses make a significant contribution to increasing work productivity, avoiding errors and stabilizing processes - provided they are practical, appropriate for the target group and embedded in a holistic transformation strategy. Hybrid training concepts with a strong practical focus and iterative knowledge application have proven to be particularly effective. In addition, cross-departmental training promotes a shared understanding of lean and the organization-wide anchoring of a continuous improvement culture. The support and understanding of lean at the top management level was identified as a key aspect for successful implementation. A lack of management support, a lack of target group orientation and insufficient integration into the company's culture were identified as key risks. The study derives specific recommendations for a tiered training concept that addresses operational, middle and strategic levels in a differentiated manner. The quintessence of the study is that lean training can only develop its full potential if it is understood as a strategic instrument for developing a lean culture in the company, is lived by the employees and is supported and promoted by the management level.

Date of Award	2025
Original language	German (Austria)
Supervisor	Roland Braune (Supervisor)