Rolling out lean production systems: a knowledge-based perspective
International Journal of Operations & Production Management
ISSN: 0144-3577
Article publication date: 4 January 2016
Abstract
Purpose
Adopting a knowledge-based perspective, the purpose of this paper is to investigate the roll-out process of lean production systems and explores the dimensions that might enhance or hinder its performance. It develops a framework to understand and design lean roll-out processes, identifying the research dimensions/design variables to classify and interpret such processes.
Design/methodology/approach
This exploratory multiple case study analyses seven lean roll-out processes in multinational companies’ plants. An original data set, developed on the basis of a purposely design research protocol, was built through two rounds of plant visits and structured interviews. The cross-case analysis compares and contrasts the lean roll-out processes according to the research dimensions constituting the framework.
Findings
The effectiveness and the efficiency of the lean roll-out processes: first, negatively co-vary with the degree of lean knowledge codification; second, positively co-vary with the degree of autonomy of the plant; third, positively co-vary with the degree of contextual ambidexterity. Moreover, lean roll-out processes characterized by principles-based knowledge replication strategy, plant autonomy and contextual ambidexterity are comparatively more effective and efficient.
Research limitations/implications
This is an exploratory qualitative study that develops propositions potentially testable in larger scale, more analytical research.
Practical implications
This study provides a tentative roadmap to successfully approach the roll-out of lean production systems in complex organizations.
Originality/value
This study challenges the current theory and practice which implicitly assumes that lean roll-outs take place linearly, cascading a set of predefined lean operations practices. Instead, the authors show that a less codified, more decentralized and contextually ambidextrous approach might be more effective.
Keywords
Acknowledgements
The authors thank participants of the International EurOMA-POM 2012 annual meeting and the Academy of Management 2013 annual meeting for their comments and suggestions at various stages of the research on which this paper is based. The usual disclaimers apply. This research was funded by the Claudio Dematté Research Division – SDA Bocconi School of Management.
Citation
Secchi, R. and Camuffo, A. (2016), "Rolling out lean production systems: a knowledge-based perspective", International Journal of Operations & Production Management, Vol. 36 No. 1, pp. 61-85. https://doi.org/10.1108/IJOPM-04-2014-0194
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited