Becoming lean: the employee perspective

Abstract

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.

Citation

Lauver, K.J., Nahm, A.Y., Opall, B.S. and Keyes, J.P. (2018), "Becoming lean: the employee perspective", Journal of Business Strategy, Vol. 39 No. 6, pp. 43-49. https://doi.org/10.1108/JBS-04-2017-0041