|Publication type:||Article in scientific journal|
|Type of review:||Peer review (publication)|
|Title:||Learning to be lean : the influence of external information sources in lean improvements|
|Authors:||Boyle, Todd A.|
|Published in:||Journal of Manufacturing Technology Management|
|Publisher / Ed. Institution:||Emerald|
|Subjects:||Improvement; Influence; Information; Source|
|Subject (DDC):||658.5: Production management|
|Abstract:||Purpose: The purpose of this paper is to examine the role of management exposure to external information sources, such as training sessions, plant visits, and conferences, in helping manufacturing organizations achieve lean goals. Design/methodology/approach: A model is proposed highlighting the relationship between various key drivers of lean, external information sources, management commitment to lean, and lean thinking. To empirically test the model, 1,000 surveys were mailed to Canadian manufacturers with 109 usable surveys returned. Analyzing the data using partial least squares, the common sources of management information on lean and their effectiveness for lean improvements are discussed. Findings: The final model confirms that management exposure to external information sources and commitment to lean both influence lean thinking within organizations. However, the direct relationship between external information sources and lean thinking is not supported. Instead, an indirect relationship exists, where increased exposure to sources of lean information, increases management commitment to lean, and ultimately the extent of lean thinking in the organization. Practical implications: The practical implications of this research are that it will help manufacturing managers identify both organizational and environmental factors that may facilitate or inhibit the extensive use of lean in their organization, and the impact that their own understanding of lean and commitment to lean improvements will have on the overall success of a lean program. Originality/value: The paper should help improve understanding of the differences in the extent of lean thinking between plants in the same company, organizations in the same industry, and organizations across industries.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Appears in collections:||Publikationen School of Management and Law|
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