Implementing and sustaining lean processes: the dilemma of societal culture effects

Abstract

Lean processes allow the elimination of waste and the resulting improvements in productivity. However, implementing and sustaining lean processes are easier in some organisations than in others. There may be societal culture differences, as the successes in initial implementation in Japan have not been followed by global success. As organisations accelerate their lean efforts to gain or maintain competitive advantage, studying societal cultural effects seems timely. Understanding of the societal culture that the firm or subsidiary is operating in would be useful in determining how lean processes should lead the effort. Using the cultural dimensions developed by Hofstede, we examine the interconnection of societal culture and lean processes. For example, a societal emphasis on individualism is positively associated with a high level of lean process adoption, in terms of individual employee involvement, individual creativity and firm efficiency. A societal emphasis on high uncertainty avoidance is positively associated with a high level of lean process adoption, in terms of control and standardisation, efficiency and long-term philosophy. A societal emphasis on high power distance is positively associated with a high level of lean process adoption, in terms of control and standardisation, and efficiency. A long-term orientation in the society will be positively associated with a high level of lean process adoption, in terms of all of the dimensions. A societal emphasis on femininity will be positively associated with a high level of lean process adoption, in terms of employee involvement, creativity and long-term philosophy.