This article aims to explain the ambidextrous properties that are characteristic of the lean structure (LC). Certain studies have demonstrated the flexible and rigid features of LC. However, more than these results is needed to fully explain the characteristics of LC. The two characteristics of flexibility and rigidity — opposite and symbiotic properties of LC are referred to as ‘LC ambidexterity in this article.
Paradoxical thinking
Lean projects are production methods designed to maximize efficiency and minimize waste while producing goods. However, there are some contradictions in LC projects and could be exacerbated by lean. For instance, one of the paradoxes can be found in JIT or buffers. Zero inventory is a desirable condition. From the beginning of production to the time of delivery of the finished product to the client, interruptions will always occur. This is why there should be some sort of buffer or inventory. Another aspect that could be highlighted by the lean method is the tense relationship between routine operating procedures versus custom designed solutions. Lean-based thinking emphasizes standardised processes. Projects require a strict, standardized procedure to ensure repeatable solutions; however if new or unusual projects are required, custom-designed solutions are needed urgently and could lead to the failure of standardization procedures.
Since paradox is an inherent and dynamic aspect of any organization, it is essential to use paradoxical thinking to deal with conflicting tensions. The management of paradox doesn’t mean eliminating the paradox, but instead maximizing the potential. The art of capturing two extremes, like efficiency and innovation, is considered to be a viable way to handle paradoxes.
Organisational Ambidexterity
It was suggested that managing the ‘dual structure’ is at the heart of the concept of Ambidexterity. In the context of organizational management, Ambidexterity is usually thought of as a set of symbiotic and contradictory capacities for organizations to execute various and often conflicting strategic actions simultaneously. The most commonly used definition of Ambidexterity in March (1991) specifically, which includes exploration and exploit. The rise of Ambidexterity in context is viewed through a absurdist perspective, emphasizing that the effectiveness of an organisation’s overall success depends on the simultaneous exploration and exploiting. An alternative that is paradoxical is to search for Ambidexterity or an ambidextrous form of organization that creates both flexible and loosely linked structures for the organization.
Definition of LC Ambidexterity
Based on the paradoxical tensions that confront LC project teams and their managers, contextual Ambidexterity is necessary for organizations working on projects to come up with the best possible solution. LC capability is the capability to meet the goals that are rigid to the project, and also the capacity to adapt to the unpredictable nature of the project instead of abandoning either of them. It is an example of the ability to be contextually ambidextrous. LC Ambidexterity is described by following:
- LC Ambidexterity is the capacity that an organization or individual is able to attain LC objectives and to have the ability to deal with the interdependent and conflicting problems. It is a reflection of the principles, philosophy, and techniques used in LC and is devoted to overcoming the tensions that arise within the context of an LC project.
- LC Ambidexterity has two functions which deal with opposite characteristics. In light of this duality, LC Ambidexterity must be an inverse construct.
LC dimensions of Ambidexterity
LC exploitative capacity is firm capability that aims to eliminate any variation to ensure constant flow, standardisation, modularisation, and the ultimate goal of zero inventory. In contrast to tolerance for variance and aspires to maintain the efficiency and consistency of the results. This ability pays greater focus on the utilization of technology and information in the company to reap the most current benefits.
LC exploratory capability is a flexable capability that helps eliminate loss caused by inability to deal with the complexities of. This type of capability is built upon having multiple skilled resources and providing them in ample quantities to allow them to move between tasks, and absorbing changes of demand, while ensuring longevity of the system. LC explores capability also focuses on the participation of employees, allows the possibility of variation, encourages employees to try and error, and is focused on the continuous improvement of culture.
The dynamic balance of two dimensions
In a life-cycle of a project, LC exploitative capability and LC exploratory capability aren’t permanently existent, and both dimensions are dynamically shaped. LC’s ability to be ambidextrous is described in the context of Ambidexterity. Both capabilities exist in tandem and complement one another and form a positive circle, which encourages the LC capabilities to achieve an equilibrium that is dynamic.
Application of LC Ambidexterity
Lean tools have helped facilitate the application of Ambidexterity for solving paradoxes. For instance, JIT approaches to address the paradox of quality-efficiency. The total quality control, that’s both customerand process-oriented, allows reduction in costs and reduces time-to-market while improving customer satisfaction. Mass customization strategies allow to offer various products for taking into account customer requirements while also meeting the cost and time for mass-production. Alongside facilitating the use of specific tools that can solve local issues related to production management, Ambidexterity can be slowly extended beyond LC into other fields, like the management of projects. As an example, Ambidexterity may assist in solving the problems that arise from the division of construction and design and also to manage competing personal and organizational needs and interests.