Maersk Line is the world’s largest container shipping company. The industry is fierce and margins low, forcing all to fight for market shares by having lowest cost in operations. In 2014, Maersk Line Operations embarked on a journey to change the game towards maintaining cost leadership forever. The cultural transformation, build on Lean principles developed by Toyota Motor Corporation for decades, aimed at developing a learning operations organisations who constantly, and with much higher speed than competitors, would be able to improve the business and drive out waste and cost. Learning objective: To see an example of how the hardware of Lean improvement methodologies, e.g. tools, systems, structures, need to be driven by the software part of the transformation, e.g. people, management, leadership, in order to become successful and sustainable. To be able to translate the example into own ways of doing transformation programmes and improve the success rate of the desired impact.
Operations; Leadership; Lean Thinking; Excellence; Operating System; Global Standardization; Behavior
Denmark; Transportation Industry; Logistics Industry; 23,000 employees, 31.2b USD revenue (2015); 2 years (2014 – 2015)
Case (Field Research)
21 pages