A cause-effect strategy map for lean process transformation

Abstract

Lean process improvement has revolutionised complex global manufacturing, automotive, and healthcare systems, along with many others; however, there is a high rate of failure among organisations that attempt to implement lean. Research suggests, poor lean implementation strategy and misunderstanding of lean are root causes of lean implementation failure. This study is focused on reducing the rate of lean implementation failure by identifying causal relationships that drive successful lean implementation. The decision making trial evaluation laboratory method (DEMATEL) is used to determine cause-effect relationships. Data is collected through a survey of lean practitioners, researchers, and a review of the lean literature. The resulting strategy map is a guide for principle-driven lean implementation.