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

Research output: Contribution to conferenceAbstract

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 languageEnglish
Pages128
Number of pages1
Publication statusPublished - 26 Jun 2018
Event25th International EurOMA Conference - Budapest University of Technology and Economics, Budapest, Hungary
Duration: 24 Jun 201826 Jun 2018

Conference

Conference25th International EurOMA Conference
Abbreviated titleEurOMA 2018
CountryHungary
CityBudapest
Period24/06/1826/06/18

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Keywords

  • lean
  • organisational culture
  • Operational performance

Cite this

Millar, K., Cadden, T., Yang, Y., & Humphreys, P. (2018). The interplay between lean practices, organisational culture practices and operational performance. 128. Abstract from 25th International EurOMA Conference, Budapest, Hungary.