Abstract
This investigation seeks to understand the relationship between the identification and handling of countervailing risks that arise during value stream analysis projects and knowledge obtained from other value stream analysis projects. Eight hypotheses were formulated. Data were collected from 73 continuous improvement projects that performed value stream analysis of an organization within the Department of the Navy in the U.S. The results support a relationship between knowledge transfer across projects and the management of countervailing risks. These results suggest that practitioners using knowledge transfer methods and tools can promote better Lean Thinking value stream analysis continuous improvement projects.
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