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The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25 years to understand the impact of the book The Machine that Changed the World on management thinking.

A comprehensive and systematic review of the extant literature of lean was undertaken and analysed critically to observe patterns and trends that could explain the acceptance of Lean as an operations management philosophy. The review spans from 1987 to 2013. To enable us to effectively manage and understand the diffusion of this literature a database, the Lean Publications Database, was constructed. The number of publications has been adjusted to compensate for growth in the total number of articles published in the same period.

Lean has evolved to be one of the best-known, yet fiercely debated, process improvement methodologies. It emerged during a proliferation of such methodologies in the business and management literature. Lean has developed from a generic description of Toyota Production System (TPS) to a particular type of organisational and management intervention focused on best practice and process improvement methodologies.

This paper provides the first comprehensive review of the Lean literature, from the perspective of Lean as the unit of analysis. It covers both sides of the academic debate and categorises the progression of Lean from its origins as a generic description of TPS to a movement that has changed management systems in many and diverse sectors.

This paper demonstrates how Lean research, application and thinking has evolved over 25 years from its origins in Japanese auto-manufacturing to a holistic value system that is applicable to all business sectors, both private and public.

In most empirical studies on Lean, the unit of analysis is the organisation. In this study, the unit of analysis is the Lean phenomenon itself. This paper examines the impact of The Machine that Changed the World on management thinking. In addition, it presents a step to developing an underpinning theory by linking Lean to the Theory of Swift, Even Flow. As such it is of interest to academics in the field of operations management and offers a contribution to knowledge. It is also likely to be of interest to policy makers. Considerable amounts of public money have been spent, and continue to be spent, on promoting Lean. Taxpayers and policymakers are likely to be interested in whether that expenditure is justifiable. 25 years of publications have been analysed to provide clarity around this popular approach to organisational improvement.

Describes the approach one company has taken to develop such a logical, time‐phased supply chain improvement plan. This approach involves input from a range of representatives from within the organisation, thereby avoiding the often misguided pursuit of “hobby horses”. The approach described has been derived from matrix‐based methods of Japanese origins, in particular quality function deployment (QFD). The strength of these matrix‐based techniques lies in their ability to integrate the many qualitative and quantitative‐based variables that impact the supply chain. From the matrix, a meaningful and coherent strategy for improvement can be determined. The approach is appealing in its simplicity and yet rigorous at the same time, and, as such, may be of use to practitioners in any complex environment such as a supply chain.

The practice of lean management (LM) principles has given firms, from a variety of sectors, quantum jumps in productivity and performance. India is at the cusp of a major leap in economic growth, and adoption of LM is a must for ramping up the rate of growth of the GDP speedily, if the government is really intent on achieving its objective of becoming the third or fourth largest economy soon. This paper aims to study the status of implementation of LM in the LM Leaders (LML’s) in the Indian industry, to understand if they are ready to accept the challenges ahead.

This is an exploratory research study. To study the level of maturity of LM in Indian industry, the authors selected the LM Leaders in the Indian industry (LMLII). By using a well-known survey instrument – the Lean Self -Assessment Tool (LESAT), Version 2.0 – designed and developed by MIT, the authors conducted a longitudinal survey over the period 2013 to 2016, a four-year duration. Surveys were conducted every year.

Survey results show an improvement in the overall average of “current state” scores between the years 2013 and 2016, indicating that LMLII’s have improved upon their LM adoption during these years. However, there is a striking gap between “where the industry wants to be” and “where it currently is”. This could drive future improvements. Based on the survey results, this paper draws lessons and proposes action points on how to improve the adoption and diffusion of LM principles and practices in the LMLII. Factors which need to be addressed to reinvigorate the practice of LM have been identified and classified as urgent, immediate and short term.

While many “snapshot” studies have been done to study LM in Indian industry, a longitudinal study has not been done. Moreover, previous studies administer questionnaires to one company (case study method) or a group of companies in a sector of the industry. Thus, there was a research gap. A longitudinal study will help us take a holistic approach. In addition, studying LMLII will provide data from the most serious adopters of LM. Both these will add value to the current research on LM in Indian industry. The results will also help the LMLII’s to further improve the practice of LM in a systematic and rigorous way. However, as the study is limited to the LMLII, it would not be possible to apply the knowledge to the Indian industry as a whole. For doing so, one would need a larger, more representative sample.

Using this paper, LMLII’s can develop practices which will improve customer satisfaction and reduce waste in manufacturing. They can ramp up LM intensity to make further quantum jumps in performance.

LM, in addition to improving the output/input ratio (producing more for less), also emphasises waste reduction, customer satisfaction and efficient operations. All these three factors are essential for sustainable and happy society.

The work is original. This is the first longitudinal survey of lean practices in the Indian industry to study cross-sectional practices, and the results will propel the Indian industry to intensify the practice of LM.

To identify the factors that need to be addressed by Indian industry to steeply ramp up its production and productivity in the coming years, so as to achieve the goal of the country becoming a 5 trillion dollar economy by 2025.

Lean Management Leaders in Indian Industry (LMLII), i.e. those companies in India who are well known for having adopted TQM, BE and Lean methods for many years, and achieved success in their business) in Indian industry were selected and surveys were done between 2013 and 2017, to assess the status of LM adoption, by using the LESAT (version 2.0) survey tool. A longitudinal empirical study has been done, over a period of five years, so that the identification of factors is based on a few years’ data rather than a one year, spot-check or snapshot view. A new method, titled the ‘Three Step Reverse Exploratory Factor Analysis Procedure (TSREP)’, has been attempted to identify the ‘root causes’.

LMLII's have improved in their adoption of LM over these years by about 10%. The root causes that can help in further advancement in adoption have been identified and classified under six component factors.

The identification of LMLII's has been done based on the experience and views of experts in TQM/ BE/ Lean in India. Since this is a first of such study (viz., the term LMLII is being defined and used for the first time), this methodology has been adopted. However, in future, a systematic way to assess the criteria for LMLII's could be designed. Secondly, the sample size of LMLII's needs to be fully representative of the industry.

By using the results of this study, Indian companies can accelerate their LM adoption programmes, leading to quantum jumps in production and productivity, so as to achieve the 5 trillion USD economy by 2025. The practical implications are immense.

Since LM is a bundle of Lean, TQM and BE, companies adopting LM will, due to the inclusion of waste reduction through 5S, JIT, kaizens and continuous improvement, address the Triple Bottom Line (TBL) protocol of the UN. TBL has comprehensive implications on society and environment, climate change and sustainability of business.

This work is original, at least in three ways. First, in the use of the concept of ‘LML’. Second, there is no previous longitudinal study done on Indian industry in LM. Third, the TSREP is being used for the first time. The value of this research is in its findings, in the identification of key factors for future growth and the use of a novel technique for improving upon the accuracy, analytical rigour and legitimacy of the results.

The purpose of this study was to examine the learning experiences of high school Black males participating in an academy of engineering that was configured as a magnet school. We followed a qualitative case study design to explore the experiences of 16 Black male academies of engineering students. We identified three recurring themes from the interviews with the Black male academy of engineering students: Promoting Interests in STEM, Drawing Connections to Core Academic Concepts, and An Affinity for Hands-on Learning through the Engineering Curriculum. The results of our study helped us to better understand how academies provide a platform for Black male students' interest in engineering as a viable college and career pathway.

This paper relayed an important line of Mark Hepworth’s work, which engages with information technologies and development. The purpose of this paper is to suggest a subfield of library and information science (LIS) for development to reclaim the role of information services and systems for social change in rural areas. The paper looked at the extent of development gained with the advent of mobile phones.

Rather than undertaking traditional large-scale, quantitative, context-independent and survey-type research, the paper employed capability approach and semi-structured interviews to ascertain the experiences that mobile phone kiosk vendors in the rural Congo had of mobile phones.

It was found that mobile phones should be geared towards the liberation, and not utilization or commodification of humans and their needs and that mobile phones were not a catalyst of human basic capabilities.

Since the method employed is an in-depth qualitative analysis of mobile phone kiosk vendors, obtained results can be used to enrich or inform mobile phone experiences in other settings and groups.

This paper provided empirical evidence as to how an important group of mobile phone users could harness development with their mobiles.

Most LIS literature has presented mobile phones along the lines of information freedom or access, mass subscription, adoption rates, technological and entrepreneurial innovation, micro-credits, etc. However, the paper placed the topic development at the heart of LIS debates.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Like many other industries, textiles companies in the US no longer have things all their own way. The increasing threat from low cost manufacturers in countries like China, India and Vietnam has seen to that. And since competing on price is effectively a no go, remaining competitive demands an alternative approach. Invista is one organization clearly up for the challenge. The company employs differentiation strategies in its apparel division and can boast products with features distinctive enough to enable them to stand out from the low cost crowd. Invista is not a world leader in integrated fibers for nothing. Dr. Samuel Johnson once said that the next best thing to knowing something is knowing where to find it. Almost three centuries on, the English writer's words are no less significant. Invista obviously endorses his sentiments because knowledge management (KM) is at the core of the company's differentiation strategies. And since differentiation requires the transfer of complex knowledge, the importance of effective KM cannot be overstated.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.