The importance of aligning lean with organisational strategy Online publication date: Tue, 28-Apr-2020
by Kristy J. Lauver; Abraham Y. Nahm; Brent S. Opall; James P. Keyes
International Journal of Business Excellence (IJBEX), Vol. 21, No. 1, 2020
Abstract: This study explores how strategic direction of firms may affect salient factors that were found in prior research to be conducive for lean implementation success. We use Venkatraman's (1989a) categorisation of strategy and examine their correlation with workers' perceived job security, perceived personal benefits of lean, and level of training on lean (Nahm et al., 2012). We apply intraclass correlations, ANOVA analyses, and regression analysis within the study. Lean success factors were affected differently by each type of organisational strategy examined (proactiveness, defensiveness, analysis and futurity). Workers perceived their jobs to be secure in all four types of strategies. They also perceived personal benefits of lean positively under futurity strategy, but were negative about it under proactiveness and defensiveness strategies. Training on lean concepts and techniques was actively carried out in firms with analysis and futurity strategies but significantly less training was done in firms adopting a proactiveness strategy.
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