Cultural clashes and reactions when implementing lean production in a Japanese-owned Swedish company

Abstract

The aim of this study is to reach an understanding as to the impact of and reactions to cultural and value aspects in connection with a changeover from a socio-technically inspired station assembly production model to a Japanese oriented lean production model in a Japanese acquired Swedish plant. Results show that culturally based clashes were common, indicating that not only for mergers and acquisition between Swedish and Japanese companies but also when implementing Japanese oriented lean production models in general, the notions of participation, self-government and equality, on the one hand, and perfection, obedience and respect for authorities, on the other, as basic points of departure must be considered. These notions are indicative of two very different mindsets connected not only to Swedish and Japanese national cultures, but also to the two different production models. These differences have to be taken into consideration in order to successfully implement a new production system and thereby avoid reactions such as organizational misbehaviour and misbehaviour based on cultural unawareness.

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A multi-group analysis of the impact of lean manufacturing practices on operational performance: Does the national culture matter?

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