Interlinking Lean and sustainability: how ready are leaders?

Abstract

Purpose

The purpose of this paper is to explore the evidence of interlinkages between Lean and sustainability among organisational leaders in the early stages of Lean implementation.

Design/methodology/approach

A multiple-site case study was conducted to study the connections between Lean and sustainable development during the implementation stages of a Lean practice. In-depth interviews were conducted with managers about their knowledge and understanding of the interlinkages between Lean and sustainable development. The findings were then used as an analytic frame to determine whether these interlinkages were present in the organisation.

Findings

Evidence of interlinkages between Lean and sustainable development was found; however, their presence was incomplete and inconsistent across clinics.

Research limitations/implications

Insights from the research can help organisations plan for the implementation of Lean practice, particularly when a sub-goal is to achieve sustainable development.

Originality/value

The study shows the importance of focussing on managers’ knowledge and understanding of the interlinkages between Lean and sustainable development when implementing Lean in order to utilise Lean’s full potential to achieve sustainability.

Citation

Mårtensson, A., Snyder, K. and Ingelsson, P. (2019), "Interlinking Lean and sustainability: how ready are leaders?", The TQM Journal, Vol. 31 No. 2, pp. 136-149. https://doi.org/10.1108/TQM-04-2018-0046