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A two-way causal chain between lean management practices and lean values

A two-way causal chain between lean management practices and lean values Organizations have varied levels of success with Lean implementation and many did not see tangible results. Some scholars believe the reason has to do with weak Lean culture or Lean values (LVs). The purpose of this paper is to study the relationship between Lean implementation practices and LVs. The research goes further to study the nature of this relationship; does LVs affect Lean practices only or do they affect each other in a reciprocal manner?Design/methodology/approachLiterature regarding Lean implementation in various sectors was reviewed. Representatives from several organizations were surveyed. Results from both approaches are compared and presented to highlight the key challenges and drivers facing Lean implementation.FindingsLean works well on enhancing organization performance (OP) but the implementation has to be preceded by careful nourishment of the proper Lean culture and LVs. The relationship between Lean implementation and LVs is of a complex nature and driven by OP.Practical implicationsThe study has important managerial implications that is if Lean is going to be sustained, continuous efforts has to be exerted by Lean professionals to engage leaders and decision makers in the organization and ensure proper values are nurtured.Originality/valueThis is the first study to examine the reciprocal relationship between Lean implementation practices and LVs while focusing on OP by employing a structural statistical model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Productivity and Performance Management Emerald Publishing

A two-way causal chain between lean management practices and lean values

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References (81)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1741-0401
DOI
10.1108/ijppm-08-2018-0289
Publisher site
See Article on Publisher Site

Abstract

Organizations have varied levels of success with Lean implementation and many did not see tangible results. Some scholars believe the reason has to do with weak Lean culture or Lean values (LVs). The purpose of this paper is to study the relationship between Lean implementation practices and LVs. The research goes further to study the nature of this relationship; does LVs affect Lean practices only or do they affect each other in a reciprocal manner?Design/methodology/approachLiterature regarding Lean implementation in various sectors was reviewed. Representatives from several organizations were surveyed. Results from both approaches are compared and presented to highlight the key challenges and drivers facing Lean implementation.FindingsLean works well on enhancing organization performance (OP) but the implementation has to be preceded by careful nourishment of the proper Lean culture and LVs. The relationship between Lean implementation and LVs is of a complex nature and driven by OP.Practical implicationsThe study has important managerial implications that is if Lean is going to be sustained, continuous efforts has to be exerted by Lean professionals to engage leaders and decision makers in the organization and ensure proper values are nurtured.Originality/valueThis is the first study to examine the reciprocal relationship between Lean implementation practices and LVs while focusing on OP by employing a structural statistical model.

Journal

International Journal of Productivity and Performance ManagementEmerald Publishing

Published: Jun 11, 2019

Keywords: Organizational performance; Lean; Lean management; Lean values; Quality improvements

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