Are agile and lean manufacturing systems employing sustainability, complexity and organizational learning?

Abstract

Purpose This paper aims to peruse theories and practices of agile and lean manufacturing systems to determine whether they employ sustainability, complexity and organizational learning. Design/methodology/approach The critical review of the comparative operational similarities and difference of the two systems was conducted while the new views and issues of emerging vital scenarios were analyzed in detail. Findings In spite of their differences, the two systems of agile and lean manufacturing can co‐exist in one system. The concepts of sustainability, complexity and organizational learning for agile and lean systems highlight outputs of differences in the output of operationalization but there can be substantial alignment in the input of intentions. The two excel at the three areas of consideration. Practical implications The organizations of today must consider the applicability of designing both agile and lean systems within one organization for the purposes of achieving fast response time, high levels of productivity and better efficiency. Originality/value The paper defines the relationship between agile and lean systems.

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