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

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