Solving the paradox of Lean Management’s low success rate

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, comprehensive end-to-end deployment rather than spot-based problem solving, use of operator-based data about processes and waste, detailed level of data and change deployment focussed on waste reduction, and ongoing measurement and control of process changes. These ‘how’ factors provide both conceptual and practical insights for managers. JEL Classification: M11