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Lean implementation and a process approach – an exploratory study

Lean implementation and a process approach – an exploratory study PurposeThis paper proposes, that without acknowledging that lean adoption needs to reach beyond the shop floor, it cannot be sustained, and neither is the transformation into a truly lean enterprise possible. The purpose of this paper is to address the gap in the scientific knowledge regarding the challenges of lean adoption in manufacturing organizations. The underlying assumption is that successful and sustainable adoption of lean should be approached from the perspective of business process change (BPC). By applying the logic of BPC to manufacturing environments, and by exploring the opportunities for lean implementation that reach far beyond manufacturing, the study is expected to contribute to the development of the existing knowledge.Design/methodology/approachThe research objectives were achieved by conducting the qualitative case study. Two case companies were chosen based on their differing approaches to the introduction and implementation of lean initiatives. Data were collected through in depth, semi-structured interviews supported by shop-floor observations.FindingsThe paper provides insights into how can lean implementation be facilitated while a systematic, BPC is utilized. By contrasting the two cases, meaningful conclusions were drawn and certain managerial implications outlined.Originality/valueThis paper presents a new approach to lean implementation and aims to bridge both the theoretical and empirical gaps between the concepts of lean implementation and business process management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Benchmarking: An International Journal Emerald Publishing

Lean implementation and a process approach – an exploratory study

Rymaszewska, Anna
Benchmarking: An International Journal , Volume 24 (5): 16 – Jul 3, 2017
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References (38)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1463-5771
DOI
10.1108/BIJ-02-2016-0018
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper proposes, that without acknowledging that lean adoption needs to reach beyond the shop floor, it cannot be sustained, and neither is the transformation into a truly lean enterprise possible. The purpose of this paper is to address the gap in the scientific knowledge regarding the challenges of lean adoption in manufacturing organizations. The underlying assumption is that successful and sustainable adoption of lean should be approached from the perspective of business process change (BPC). By applying the logic of BPC to manufacturing environments, and by exploring the opportunities for lean implementation that reach far beyond manufacturing, the study is expected to contribute to the development of the existing knowledge.Design/methodology/approachThe research objectives were achieved by conducting the qualitative case study. Two case companies were chosen based on their differing approaches to the introduction and implementation of lean initiatives. Data were collected through in depth, semi-structured interviews supported by shop-floor observations.FindingsThe paper provides insights into how can lean implementation be facilitated while a systematic, BPC is utilized. By contrasting the two cases, meaningful conclusions were drawn and certain managerial implications outlined.Originality/valueThis paper presents a new approach to lean implementation and aims to bridge both the theoretical and empirical gaps between the concepts of lean implementation and business process management.

Journal

Benchmarking: An International Journal – Emerald Publishing

Published: Jul 3, 2017

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