People, process, and culture: Lean manufacturing around the real world

Examining Lean processes in the context of the authors' academic research in-progress, People, Process, Culture: Lean Manufacturing in the Real World illustrates the impact of culture on the implementation of Lean Manufacturing (LM) across various geographic and cultural areas. It identifies cultural values, as examined against Lean manufacturing disciplines, and derives culturally based Lean Manufacturing (LM) values. It then assesses these cultural values in light of specific LM components, such as PULL systems and TPM, to

Introducing the Lean Culture Introduction Countercultural Influences The DNA the Lean Manufacturing System Complex and Organic Questions to Consider Developing Lean Values Lean Manufacturing Components Organizational Values The Eight Lean Values Lean Value Consistency Highly Consistent Values LM2 Time LM3 Motivation LM4 Variance LM7 Control Partially Consistent LM Values LM1 Truth LM5 Vocation LM6 Cooperation Focus LM8 Summary Questions to Consider The Hypotheses of Lean Culture Developing the Hypotheses Hypothesis 1: Lean Practices Are Positively Related to Performance Moderating Influence of Cultur on H1 Hypothesis 2: Institutional Collectivism Positively Affects LM Effectiveness LM Action Example Hypothesis 3: Uncertainty Avoidance Positively Affects LM Effectiveness Hypothesis 4: Assertiveness Negatively Moderates LM Effectiveness Hypothesis 5: Future Orientation Negatively Moderates LM Effectiveness Hypothesis 6: Performance Orientation Negatively Moderates LM Effectiveness Dimensions with No Net Influence on LM Effectiveness ...