Abstract
The successful use of lean manufacturing (LM) practices requires more than the use of tools. Although manufacturing facilities worldwide use LM practices, dimensions of a nation׳s culture may moderate LM׳s effect on operating performance. Based on operational and organizational behavior literature, we develop moderation hypotheses based on the congruence between dimensions of national culture and LM practices. Data from more than 1400 facilities in 24 countries show that LM is most effective in countries that value high uncertainty avoidance, low assertiveness, low future orientation, and low performance orientation. The results partially support our theory as to how LM effectiveness is sensitive to national cultural dimensions, and will help production managers adapt LM practices worldwide.
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