Lean-Agile organization in test facilities and workshops

Abstract: Introduction: This study was conducted at Volvo Cars’ R&D division to investigate how test facilities and workshops can implement an agile way of working. Three departments with different levels of agile implementation were therefore investigated to fulfill our purpose. Purpose: The purpose of this study was to highlight key factors with the implementation of agile working methods at Volvo Cars' R&D department, as well as evaluate the possible advantages and disadvantages of agile, lean, and traditional working methods in test facilities and workshops. The long-term purpose was to support future development and integration of new ways of working in the car manufacturing industry, together with other industries in similar situations. Method: To enable this study and achieve a result related to the study's question, the study was conducted with a qualitative method. Information was collected through literature studies and qualitative interviews at Volvo Cars and with Carl Starendal. Additionally, a benchmark was conducted at an external company. Where the literature studies formed the basis for the study's theoretical framework and the interviews were conducted with the aim of creating a deeper analysis of the issues. Theoretical Framework: The theoretical framework presents the three different working methods that are recurring throughout the study, corporate culture and how this can affect the implementation of new working methods, and Kotter's (1995) theory of change management. In addition, it accounts for the development of hardware versus software. Results: The study showed that there were factors that affect the outcome of the implementation, initially the company culture was a major factor that influenced the implementation of the three departments involved at Volvo Cars. As the culture showed to be deeply rooted in the working routines, a strong guiding coalition was therefore required to drive through the change. Furthermore, it turned out that support and training was required for employees to feel involved to enable a high motivation for the agile implementation. Communication between departments and stakeholders were complex as not everyone worked agile or embraced it enough. Finally, the study examines strengths and weaknesses of the different ways of working.