Sustaining the lean ideology

Abstract

Purpose

The purpose of this paper is to explore the interface between Lean strategy and organisational transformation by scrutinising the literature on why Lean strategies fail to be implemented and/or sustained.

Design/methodology/approach

As a conceptual and research paper, it develops a hypothesis. It encompasses philosophical discussions and comparative studies of others’ work and Lean thinking alongside its links to the principles, ideology, philosophy and underpinning values. The search involved a total of 1,931 articles spanning across 75 different journals. The content analysis approach suggested by Mayring (2004) was selected.

Findings

Successfully implementing Lean is more complex than often recognized within the literature, and the alignment between strategy and organisational transformation is repeatedly not undertaken. The investigation indicates policymakers need to view Lean as an ideology and not simply another process.

Research limitations/implications

This paper addresses the inaccurate representation in the concept of Lean as a strategy. While a major evolution has occurred comprising the inputs perceived as imperative for Lean success, a translucent empathy of its philosophy alongside an acknowledgement of the magnitude of the change and transformation necessary has been comparatively perplexing. This paper has implications for academic scholars of strategy and organisational change, as well as for practitioners seeking to implement organisational change.

Originality/value

Empirical evidence suggests that most Lean strategies struggle. Customers are becoming more demanding, markets are becoming more customised, and product life-cycles getting shorter are dictating that Lean needs to be embraced as an ideology.

Citation

Bhasin, S. and Found, P. (2021), "Sustaining the lean ideology", Management Decision, Vol. 59 No. 3, pp. 568-585. https://doi.org/10.1108/MD-09-2019-1254