The role of managerial perceptions and behaviors across hierarchical levels during lean implementation

Abstract

PurposeDo managers at different hierarchical levels in a firm perceive the effectiveness of a lean program differently, and does it matter for their commitment to it and the resulting lean implementation? This study answers these questions by analyzing the perceptions and behaviors of top and middle managers in a manufacturer deploying a global lean program.Design/methodology/approachThe authors hypothesize that managers at different levels perceive lean programs differently, which, in turn, should affect their commitment to lean and the resulting implementation. To test these relationships empirically, the authors collect survey data from a global manufacturer in the process industry and analyze them using hierarchical linear regression and structural equation modeling.FindingsThe findings show that middle managers perceive lean programs as more effective than top managers do. They further show that higher commitment from the top and middle managers to the lean program is positively related to building the organizational infrastructure needed for lean implementation.Research limitations/implicationsThis research is conducted in one global company. Although the research setting implicitly controls for many possible confounding variables, such as the product and process complexity or organizational culture, future research can explore and test the findings in other organizational contexts.Originality/valueThis study is the first to empirically study the relations between perceptions of and commitment to lean programs across different hierarchical levels and what it means for program implementation. The paper contributes new plausible explanations for why many lean programs slow down.

Does digitalization enhance the effects of lean production on social performance?

“…This study contributes to the understanding of the relationships between lean, technology and people from the STS perspective. The argument lean is an STS (Hasle et al ., 2012; Soliman et al ., 2018; Januszek et al ., 2023) implies that it should emphasize employee motivation, autonomy and work involvement (Sony et al ., 2020). However, obtaining the full social benefits of lean practices depends on how they are implemented (Huo and Boxall, 2018).…”

“…2. Theoretical background and hypotheses 2.1 Lean as a socio-technical system (STS) Recent work has started viewing lean as an STS or a complex STS (Januszek et al, 2023;Marcon et al, 2022;Vlachos, 2023). This study uses STS (Avgerou et al, 2004;Cherns, 1987;Clegg, 2000;Trist and Bamforth, 1951) as a theoretical framework for understanding how social and technical subsystems of lean interact.…”

“…The SC literature has used STS to explain human resource benefits, SC complexity and behavioural implications to understand how managerial practices/technology and social behaviour interact at an inter- and intra-organizational level (Bednar and Welch, 2020; Closs et al ., 2008; Fantini et al ., 2018; Kull et al ., 2013). Lean manufacturing initially centred around internal processes; however, lean practices “only acquire meaning, and have an impact, when they are applied as a system” (Januszek et al ., 2023, p. 311). We conceptualize the system as an SC.…”

“…While major manufacturing countries adopt Industry 4.0 technologies, manufacturing faces a new question: how to integrate lean, technology and people? Lean is not a production system that only targets efficiency; it is a socio-technical system (STS) (Hasle et al ., 2012; Soliman et al ., 2018; Januszek et al ., 2023) that promotes employee motivation, autonomy and work involvement (Sony et al ., 2020). Nowadays, manufacturers are expected to enhance social performance, defined as measures related to well-being of employees, community and society, e.g.…”

Beyond Industry 4.0 – integrating Lean, digital technologies and people

“…Lean is a socio-technical system that encourages worker autonomy, motivation and engagement at work (Soliman et al ., 2018; Januszek et al ., 2023). However, utilising Lean to encourage mechanisation and intensification of work to lower process variability may unintentionally result in detrimental health effects and unfavourable social performance, such as stress (Huo and Boxall, 2018).…”