A two-way causal chain between lean management practices and lean values

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Abstract
Purpose: Organizations have varied levels of success with Lean implementation and many did not see tangible results. Some scholars believe the reason has to do with weak Lean culture or Lean values (LVs). The purpose of this paper is to study the relationship between Lean implementation practices and LVs. The research goes further to study the nature of this relationship; does LVs affect Lean practices only or do they affect each other in a reciprocal manner? Design/methodology/approach: Literature regarding Lean implementation in various sectors was reviewed. Representatives from several organizations were surveyed. Results from both approaches are compared and presented to highlight the key challenges and drivers facing Lean implementation. Findings: Lean works well on enhancing organization performance (OP) but the implementation has to be preceded by careful nourishment of the proper Lean culture and LVs. The relationship between Lean implementation and LVs is of a complex nature and driven by OP. Practical implications: The study has important managerial implications that is if Lean is going to be sustained, continuous efforts has to be exerted by Lean professionals to engage leaders and decision makers in the organization and ensure proper values are nurtured. Originality/value: This is the first study to examine the reciprocal relationship between Lean implementation practices and LVs while focusing on OP by employing a structural statistical model.

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