An analytical hierarchy process‐based tool to evaluate value systems for lean transformations

Abstract

Purpose

True lean transformation has proved notoriously difficult for non‐Toyota companies. One hypothesis is excessive focus on tools/techniques without building the necessary organizational culture. However, empirical evidence is not available to confirm (or refute) this hypothesis. The complex question of the relationship between an organization's culture and its ability to implement lean is a long‐term effort. As a first step, the purpose of this paper is to offer the results of a survey conducted to discover the relative (in)consistency of lean cultures in terms of values held explicitly.

Design/methodology/approach

A survey tool was developed to compare what employees of lean (or attempting to be lean) organizations say explicitly about what their culture values. The Toyota Way, considered by Toyota as guiding its values, was used as the basis to develop the survey which was administered to individuals in several different organizations.

Findings

A higher degree of lean implementation in a company was assumed to show more consistent organizational values (in explicit form). However, the responses varied even from the company considered a leader in lean implementation. Though not conclusive, these preliminary findings suggest that the relationship between cultural type, explicit values and successful lean practice should be examined further.

Originality/value

No empirical studies have investigated the role of culture in success with lean transformations. This paper presents an initial attempt at addressing that issue with a tool developed to evaluate what an organization's culture says its values are, in terms of what is important for lean implementation.

Citation

Badurdeen, F., Wijekoon, K. and Marksberry, P. (2011), "An analytical hierarchy process‐based tool to evaluate value systems for lean transformations", Journal of Manufacturing Technology Management, Vol. 22 No. 1, pp. 46-65. https://doi.org/10.1108/17410381111099806