The relative importance of improvement routines for implementing lean practices. Issue 2 (2nd October 2018)

• Record Type: Journal Article
• Authors: Knol, Wilfred H.; Slomp, Jannes; Schouteten, Roel L.J.; Lauche, Kristina
• Is Part Of: International journal of operations & production management. Volume 39:Issue 2(2019)
• Page Start: 214
• Page End: 237
• Publication Date: 2018-10-02
• Subjects: Operational performance -- Organizational learning -- Necessary Condition Analysis -- SMEs manufacturing; Production management -- Periodicals; Business logistics -- Periodicals; 658.5
• DOI: 10.1108/IJOPM-01-2018-0010
• Languages: English
• ISSNs: 0144-3577

Abstract

Abstract : Purpose: This paper examines whether and when improvement routines are critical for implementing lean practices in small- and medium-sized manufacturing enterprises (SMEs). Improvement routines such as "employees initiate and carry through improvement activities" are generally seen as an important means to achieve the full benefit of structural lean interventions. Womack and Jones (2003) suggest that these improvement routines should be developed as the company becomes more experienced in lean. The purpose of this paper is to explore the relative importance of individual improvement routines at various degrees of lean practice implementation. Design/methodology/approach: A Between-Case Comparison Analysis (Dul and Hak, 2012) and a Necessary Condition Analysis (Dul, 2016) were performed on self-assessment data from 241 respondents at 38 Dutch manufacturing SMEs. Findings: The importance of improvement routines depended on the degree of lean practice implementation. Lean practices could be implemented to some extend without developing specific improvement routines, yet certain routines were necessary for more advanced implementations of lean. These routines relate to employees conducting shared improvement activities and in the most advanced cases to aligning different improvement activities. Originality/value: These findings question existing lean implementation models that neglect improvement routines and indicate the need to integrate improvement routines into every lean transformation for it to be sustainable.