Solving the paradox of Lean Management’s low success rate

Abstract

This study investigates problems related to the high variance in the success rate of lean implementations, using a unique data set from a specific approach to implementing lean. We develop insights about how to effectively resolve the ‘Lean paradox’, namely that Lean concepts promise so much in theory yet deliver infrequently in practice. Our primary data of 268 Lean implementation initiatives illuminates the core elements of lean implementation success that explain this success variance. We present an in-depth case study of that specific method of lean implementation. Lean implementation success occurs when specific processes are followed, namely integration of job role and process analysis..