Defining and Developing Measures of Lean Sustainability for Manufacturing Sector

Abstract

Toyota Manufacturing Company revival after World War II and its survival during 1973 global oil crisis had inspired many manufacturing organisations around the world to initiate lean transformation. However, due to lack of clear understanding of the lean sustainability concept, many manufacturers are unable to fully transform into a true lean organisation like Toyota. In fact, without a proper measurement, the organisation’s transformation progress will be unknown and the specific gains made from lean improvement cannot be monitored. Hence, it will result in wrong strategy deployment in the lean transformation program. This paper therefore aims to theoretically define Lean Transformation Sustainability and propose set of indicators for measuring this concept. A myriad of literature related to theory and practices of lean manufacturing was studied to better understand this concept. The methodology adopted to better understand Lean Transformation Sustainability concept was based on steps to success in writing literature review by Machi and McEvoy. Apparently, Lean Transformation Sustainability can be measured in three dimensions; (1) lean elements momentum, (2) lean culture adaptation, and (3) enduring success. At the end of this article, the authors recommend several opportunities for future research that can be used for adding literature to lean body of knowledge.