Becoming lean: the employee perspective

Purpose This study aims to explore how placement of lean practices (removal of waste from all areas of an organization’s value stream) (Worley and Doolen, 2006) within different organizational strategic contexts can affect the factors that lead to lean implementation success. Design/methodology/appr...

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Bibliographic Details
Published in:The Journal of business strategy 2018-11, Vol.39 (6), p.43-49
Main Authors: Lauver, Kristy J, Nahm, Abraham Y, Opall, Brent S, Keyes, James P
Format: Article
Language:English
Subjects:
Employees
Employment security
Football
Lean manufacturing
Prosperity
Research methodology
Studies
Success
Technological change
Work environment
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Summary:Purpose This study aims to explore how placement of lean practices (removal of waste from all areas of an organization’s value stream) (Worley and Doolen, 2006) within different organizational strategic contexts can affect the factors that lead to lean implementation success. Design/methodology/approach The authors use empirical data to examine how strategy affects various factors that are identified as prerequisites for successful lean implementation. Specifically, this study uses Venkatraman’s (1998) measures to examine various types of strategy within organizations, how they correlate with both the workers’ mindset (perceived job security and perceived personal benefits of lean) and the processes in implementation (training on lean concepts and techniques). Findings Findings indicate that a relationship exists between strategy and factors needed for lean implementation success. Perceived job security had a positive relationship with all four types of strategies examined (proactiveness, defensiveness, analysis and futurity) (Venkatraman, 1998). Moreover, perceived personal benefits of lean had a positive relationship with futurity but negative relationships with proactiveness and defensiveness strategies. Finally, training on lean concepts and techniques was positively related to analysis and futurity strategies but negatively related to proactiveness strategy. Originality/value The authors’ research illustrates the positive impact of aligning lean with strategy. This topic may be of particular interest to executives, especially middle managers, looking to improve firm performance.
ISSN:0275-6668
2052-1197
DOI:10.1108/JBS-04-2017-0041