Abstract
PurposeThis paper presents an exploratory investigation of myths on lean production (LP), by identifying, dispelling and assessing their pervasiveness.Design/methodology/approachA list of myths was proposed mostly based on seminal LP texts and our rich experience from researching, teaching and consulting in lean journeys. Complexity thinking was adopted as a lens for dispelling the myths, as it challenged generalizations implied in myths. An investigation of the pervasiveness of the myths was also conducted, based on a survey with 120 academics and practitioners.FindingsTen myths were identified and dispelled. Survey's results indicated that belief in lean myths was more common among less experienced practitioners (<10 years), while experience was not a relevant factor for academics.Research limitations/implicationsThe lean myths partly reflect the experience of the authors. Furthermore, a larger sample size is necessary for a full analysis of pervasiveness.Practical implicationsThe lean myths might be underlying barriers to LP implementation (e.g. lack of knowledge of managers and workers), and they might be proactively accounted for in lean training and education programs.Originality/valueThis is the first work to explicitly frame a set of lean myths.
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