Lean implementation and a process approach – an exploratory study

Abstract

Purpose This 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/approach The 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. Findings The 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/value This 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.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 21 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.