Researching Lean: Methodological Implications of Loose Definitions

Lean production tools and decision latitude enable conditions for innovative learning in organizations: A multilevel analysis

“…The perception of decision latitude, innovative learning climate and collective dispersion of ideas are subjective, and difficult to measure with other 24 methods. The definition of an organization as "lean" provides little information of what is actually applied on the shop floor: the use of lean tools may also go under the name of local production systems, and managers' perceptions of lean are likely to differ from that of employees' actual use of it (Brännmark et al, 2012). Specific measurement of lean tools facilitates comparisons with other studies, but this is lacking in previous research on lean production (Brännmark et al, 2012).…”

“…Aspects of lean production are common in all sectors, in Sweden (Johansson & Abrahamsson, 2009) as well as in other European countries (Arundel et al, 2007;Radnor et al, 2012). However, there is an ongoing debate concerning its effect on learning, possibly due to the many different ways of interpreting and operationalizing lean production (Pettersen, 2009;Westgaard & Winkel, 2010); Hasle, 2011;Brännmark, Langstrand, Johansson, Halvarsson, Abrahamsson & Winkel, 2012;Hasle, Bojesen, Langaa Jensen & Bramming, 2012). As lean production can be defined in many ways (Pettersen, 2009), its effect on learning might depend on what is implemented -for instance, if tools such as standardization and visual monitoring can be considered aids for time-consuming routine tasks, or if they are to be seen as means of control.…”

“…producing and delivering the right items at the right time in the right amounts) are the aspects most frequently mentioned in studies on lean implementations (Womack & Jones, 1990) (Pettersen, 2009). Tools such as value flow analysis, resource reduction, standardization, and housekeeping (5s) are also common (Pettersen, 2009;Brännmark et al, 2012). The standardization of processes aims to provide a standard on which to improve, and to facilitate involvement in problem solving and improvement by freeing up time for new thinking (Liker & Meier, 2006).…”

Live long and propser : Health-promoting conditions at work

“…The concept of "lean" is interpreted and applied differently in different organisations, and has influenced local production systems that may or may not label themselves as lean (Brännmark, Langstrand, Johansson, Halvarsson, Abrahamsson & Winkel, 2012). The transfer of lean production methods into sectors outside manufacture, such as healthcare, is often restricted to the application of technical tools in order to improve performance, with less focus on creating a culture of continuous improvement (Joosten, Bongers, & Janssen, 2009;Poksinska, 2010;Mazzocato et al, 2010;Radnor, Holweg & Waring, 2012).…”

The rhetoric and reality of Lean: a multiple case study

“…Several studies have shown that there are considerable differences between Lean as practiced in reality compared to many descriptions in literature (Poksinska et al, 2010, Brännmark et al, 2012. Also, the management literature is full of unreasonable claims about the benefits of Lean.…”