An appropriate change strategy for lean success

Abstract

PurposeBritish empirical research suggests culture and change have contributed to every lean failure. While prevailing research implies that successful lean implementations lead to a profitable organisation it focuses on the low numbers of successful lean conversions. This paper aims to explore the importance of a suitable change strategy resulting in the likelihood of a triumphant lean implementation.Design/methodology/approachPredominantly results from 68 survey questionnaires and seven case studies consisting of both questionnaires and interview schedules were utilised. Subsequently extensive lean audits were carried out in 20 companies as a comprehensive validating exercise.FindingsThe significance of change was evident; a high correlation was found within the audits with successful organizations suggesting that a triumphant implementation requires a systematic and controlled change strategy.Research limitations/implicationsWhile lean failures are attributable to different causes, the fundamental issues of corporate culture and change are evident. Every company needs to find its own way to implement lean and it should be viewed as a never‐ending journey.Practical implicationsThe implementation of lean cannot be taken nonchalantly owing to the investment in terms of time and money. Consequently, if an organization pursues the change strategy suggested the probability of success implementation is improved.Originality/valueThis research undertaken in British manufacturing organisations focused on a bespoke change strategy for lean as there exists a plethora of research focusing on the generic change process.