The interplay between lean practices, organisational culture practices and operational performance

Keith Millar; Trevor Cadden; Ying Yang; P Humphreys

The interplay between lean practices, organisational culture practices and operational performance

Keith Millar, Trevor Cadden, Ying Yang, P Humphreys

Research output: Contribution to conference › Abstract › peer-review

Abstract

This paper investigates the influence of organisational culture on the implementation of lean practices in manufacturing companies. Using a quantitative sample of 295 UK companies, managers completed a survey on their level of lean implementation. The effect of lean practices on organisational culture and operational performance was analysed. Our findings show that lean practices have a significant influence on all of the cultural dimensions defined and that the process, normative and market dimensions have a significant impact on operational performance. This is one of the first studies to break down culture into sub-dimensions within the context of lean management techniques.

Original language	English
Pages	128
Number of pages	1
Publication status	Published (in print/issue) - 26 Jun 2018
Event	25th International EurOMA Conference - Budapest University of Technology and Economics, Budapest, Hungary Duration: 24 Jun 2018 → 26 Jun 2018

Conference

Conference	25th International EurOMA Conference
Abbreviated title	EurOMA 2018
Country/Territory	Hungary
City	Budapest
Period	24/06/18 → 26/06/18

Keywords

lean
organisational culture
Operational performance

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Cite this

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title = "The interplay between lean practices, organisational culture practices and operational performance",

abstract = "This paper investigates the influence of organisational culture on the implementation of lean practices in manufacturing companies. Using a quantitative sample of 295 UK companies, managers completed a survey on their level of lean implementation. The effect of lean practices on organisational culture and operational performance was analysed. Our findings show that lean practices have a significant influence on all of the cultural dimensions defined and that the process, normative and market dimensions have a significant impact on operational performance. This is one of the first studies to break down culture into sub-dimensions within the context of lean management techniques. ",

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T1 - The interplay between lean practices, organisational culture practices and operational performance

AU - Millar, Keith

AU - Cadden, Trevor

AU - Yang, Ying

AU - Humphreys, P

PY - 2018/6/26

Y1 - 2018/6/26

N2 - This paper investigates the influence of organisational culture on the implementation of lean practices in manufacturing companies. Using a quantitative sample of 295 UK companies, managers completed a survey on their level of lean implementation. The effect of lean practices on organisational culture and operational performance was analysed. Our findings show that lean practices have a significant influence on all of the cultural dimensions defined and that the process, normative and market dimensions have a significant impact on operational performance. This is one of the first studies to break down culture into sub-dimensions within the context of lean management techniques.

AB - This paper investigates the influence of organisational culture on the implementation of lean practices in manufacturing companies. Using a quantitative sample of 295 UK companies, managers completed a survey on their level of lean implementation. The effect of lean practices on organisational culture and operational performance was analysed. Our findings show that lean practices have a significant influence on all of the cultural dimensions defined and that the process, normative and market dimensions have a significant impact on operational performance. This is one of the first studies to break down culture into sub-dimensions within the context of lean management techniques.

KW - lean

KW - organisational culture

KW - Operational performance

M3 - Abstract

SP - 128

T2 - 25th International EurOMA Conference

Y2 - 24 June 2018 through 26 June 2018

ER -

The interplay between lean practices, organisational culture practices and operational performance

Abstract

Conference

Keywords

UN SDGs

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Cite this