Abstract
Purpose The Toyota Way was developed as an efficiency framework to streamline Toyota Motor Corporation’s operational procedures. The collection of Toyota Way principles is often termed “lean”. Over the last few years, nonmanufacturing organisations have begun to recognise the value and applicability of lean methods for their operations. Architectural and engineering design (AED) firms are no exception. This study aims to explore the perspectives of employees at AED firms on the implementation of lean production principles (LPPs) into their operations. Due to the limited resources available to facilitate our measurement of employees’ views regarding the adoption of lean approaches, this study adopts a more scoped approach to employees’ perceptions of these principles within AED firms.Design/methodology/approach Fifty-two respondents participated in the survey. The interviewees were from firm A and firm B, an architecture firm and an engineering firm, and were chosen to help us gain a more in-depth understanding of their views regarding the LPPs.Findings Our study indicates that AED offices were unfamiliar with the concepts of lean principles, even though they were aware of its importance in their daily operations. Despite their scepticism about the implementation of lean concepts, some lean principles are implemented in their own fields of work.Originality/value This study complements earlier work on lean design that investigated the use of a particular lean technique by looking at the lean principles where some are implemented to a large extent, and some are not.
Published Version
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