Abstract
The aim of this article is to try to identify the key explanatory factors that might play a role in lean production (LP) adoption. Qualitative methodology has been used to achieve this goal, specifically a case study research in the aerospace sector. The results show that there are series of factors that have trigged the adoption of LP and others that affect the success of the adoption decision, such as a deep-rooted culture of total quality, the role of top management, a lean organisational structure, the lean leader role and institutional support. We have also identified two control factors in the adoption process, unionisation and people's initial scepticism and resistance. The analysis conducted has been used to develop a LP adoption model that includes the factors that were detected and their respective interrelationships.
Published Version
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