Lean implementation failure and variance | The Oxford Review

Lean implementation failure and variance

Research Briefing

Keywords: Lean, lean systems, lean implementation, organisational ambidexterity, structural ambidexterity, contextual ambidexterity

As you might expect, the outcomes from lean implementation programmes and organisations tend to achieve variable outcomes. When you consider the number of variables that are involved in a complex project like implementing lean in, or across, an organisation, it is hardly surprising that there is great variance in the results achieved.

A number of previous research studies looking at what factors make the biggest difference when implementing lean processes in an organisation have found that the outcomes achieved and the outcomes anticipated are significantly different more often than not. This lean implementation variance effect occurs even when organisations manage to get lean practices adopted, however, these practices do not always translate into the level of operational change and performance improvements required.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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