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Understanding Lean—Statistical Analysis of Perceptions and Self-Deception Regarding Lean Management

Author

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  • Antony Pearce

    (University of Canterbury)

  • Dirk Pons

    (University of Canterbury
    University of Canterbury)

  • Thomas Neitzert

    (Auckland University of Technology)

Abstract

Despite the benefits of a lean business system, many organisations struggle to implement and sustain lean initiatives. The purpose of this work was to explore in what way a leader’s deeper knowledge or different understandings of lean affects the lean implementation and its outcomes. The research methodology incorporated a survey of 757 participants. How respondents understood lean was assessed and later correlated to their extent of lean knowledge and specific understanding. This was supported by exploratory factor analysis and structural equation modelling. What caused participants to pursue lean knowledge was also assessed. Low lean knowledge and experience correlated with a system, tools and processes perspective of lean that was perceived to provide a low competitive advantage. Those of high lean knowledge had a much more holistic view of lean that encompassed both socio and technical aspects and also perceived greater competitive advantages from lean. Results showed 88% of people were (are) not at all familiar with lean, 9% of low knowledge and 3% of high knowledge. This paper promotes the importance of management knowledge in establishing a lean business system and exposes that many are actually self-deceived regarding their knowledge of lean. It identifies the need to develop lean education and recommends further research in this area. It also provides a conceptual framework for the implementation of lean with an emphasis on leadership learning. This paper contributes statistical evidence and a new perspective on the cause of lean success and failure.

Suggested Citation

  • Antony Pearce & Dirk Pons & Thomas Neitzert, 2023. "Understanding Lean—Statistical Analysis of Perceptions and Self-Deception Regarding Lean Management," SN Operations Research Forum, Springer, vol. 4(2), pages 1-43, June.
    • Handle: RePEc:spr:snopef:v:4:y:2023:i:2:d:10.1007_s43069-023-00198-4
    DOI: 10.1007/s43069-023-00198-4
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