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

Keith Millar; Trevor Cadden; Ying Yang; P Humphreys

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

UN SDGs

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

SDG 8 Decent Work and Economic Growth

Keywords

lean
organisational culture
Operational performance

An investigation into the relationship between organisational culture, contemporary business practice and performance
Millar, K. (Author), Humphreys, P. (Supervisor) & Cadden, T. (Supervisor), Oct 2024
Student thesis: Doctoral Thesis

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Cite this

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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

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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

UN SDGs

Keywords

Fingerprint

Student theses

An investigation into the relationship between organisational culture, contemporary business practice and performance

Cite this