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The purpose of this paper is to explore the roles of internal lean consultants in western organizations during lean transformation processes and how these roles affect the outcomes of the changes.

Findings are based on a qualitative study of four Norwegian public organizations.

Characteristics of western organizations put internal lean consultants in important roles during the project initiation and change phases. However, consultants have less impact in the last phase of the transformation process while transferring the responsibilities over to line management. The organizations struggle to “make lean stick” due to the distribution of responsibilities between managers and internal consultants.

The distribution of responsibilities between managers and consultants should be carefully considered in lean transformation processes. Internal lean consultants should serve the managers as teachers and coaches, rather than doing their jobs for them.

The paper contributes with in-depth knowledge of the roles of internal consultants in lean transformation processes, a topic that the literature has left unexplored and undebated.

Lean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.

Seven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.

Authors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.

As researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.

This study aims to investigate the impact of a company-specific lean program (a so-called company-specific production system [XPS]) on the company’s financial performance. This study analyzes data from the implementation of XPS in multiple plants of a multinational corporation and examines the results through an organizational learning lens.

This study adopts a longitudinal single-case design to investigate a Norwegian multinational company in the process industry, producing silicon for the global market. The company has developed, implemented and institutionalized its own XPS since 1991. The program has directly contributed to extensive cost reduction and significantly strengthened the organization’s competitive position.

The findings of this study show a link between organizational learning and the improvement of financial results in the organization. This study presents a sand cone model that illustrates how the development and deployment of an XPS through individual- and orchestrated learning subsequently created a common platform for institutionalized learning within and across the multinational organization. This organizational learning capability managed to tie the company’s continuous improvement efforts directly to the improvement of cost levels throughout the value chain.

The practical implications of this work are significant, as this study uncovers the importance for managers to consider both individual-, orchestrated- and institutionalized learning (within and across a multinational network) when designing and implementing XPS to drive the improvement of an organization’s financial performance.

Documenting the financial impact of such programs is a common challenge. Therefore, the insights presented in this research are of value to both researchers and practitioners, in particular, managers and executives in large multinational organizations.

Toyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their lean capabilities are still evolving.

Theoretically, this paper relies on the literature on lean maturity levels and lean supplier network development. Empirically, the paper portrays a Toyota-style initiative, detailing the buyer’s efforts to develop internal lean capabilities concurrently with developing lean in its supplier network. It compares the Network for supplier innovation (NSI) initiative with TSN development regarding activities, organizations and knowledge-sharing routines.

Unlike the sequential development in the case of Toyota, NSI improved performance and capabilities in the buyer’s supplier network by implementing lean in the firm and its supplier network concurrently. Third-party involvement was the key to the initiative’s success.

The findings are based on an in-depth single-case study which allows theoretical generalization but not statistical generalization. Furthermore, the case study concerns an initiative with Norwegian firms during a financial recession. Future studies should consider these limitations on how firms with evolving lean capabilities can develop a TSN-style supplier network and the importance of involving third parties operating in the role of lean master.

This study suggests what buying firms should consider when designing a TSN initiative, enrolling suppliers and engaging third parties that can take on the role of lean master.

Previous research has focused on how mature lean firms develop lean suppliers and networks. This paper extends this to firms whose lean capabilities are still evolving.

The purpose of this paper is to investigate the application of Lean Six Sigma (LSS) in the continuous process industry, taking an insight into the food processing industry; and to evaluate the impact of LSS on environmental sustainability. The authors present observations and experiences from the application of LSS at a Norwegian dairy producer, with the aim of bringing out pertinent factors and useful insights that help us to understand how LSS can contribute toward greater environmental sustainability in this industry type, something that is so far lacking in the extant literature.

The authors adopt a single, longitudinal field study approach as we observe an entire cycle of the VSM-DMAIC (value stream mapping-define, measure, analyze, improve and control) LSS process, which evolved over a six-month period at the dairy.

The authors highlight some of the important elements that should be considered when using LSS as a contributor toward greater environmental sustainability in fresh-food supply chains. The authors also present some of the specific outcomes and key success criteria that became apparent to the implementation team following the deployment of the VSM-DMAIC approach.

The authors demonstrate how LSS can be applied in the food processing industry as a contributor to greater environmental sustainability. The authors also make useful reflections regarding the success criteria that can be used by researchers and practitioners for the effective deployment of such an approach, particularly in the continuous process industry.

There is convincing evidence that companies need a special form of leadership to succeed with lean transformations. The general advice for lean leaders, however, is often obvious or unrealistic. The purpose of this paper is to propose and discuss specific lean leadership practices for top-managers, middle managers and front-line managers.

In this conceptual paper, the authors draw on their rich experience from researching, leading and consulting in lean transformations in a large number of firms.

Leaders must adapt lean leadership practices to their hierarchical levels. This paper provides a framework to understand and debate lean leadership at different levels of the organisational hierarchy.

This paper demystifies lean leadership by offering a discussion of specific lean leadership practices at different hierarchical levels. The paper offers a new perspective for researchers studying lean leadership behaviours and contains helpful advice for firms seeking lean transformations.

The purpose of this paper is to investigate the relationship between quality management practice and labor productivity in labor-intensive manufacturing companies in a developing nation and benchmark with the world average.

Primary and secondary data were collected from 34 selected companies. The primary data were obtained using a questionnaire survey to determine the quality management adoption level of each company using the European Business Excellence Model. Secondary data also collected in order to compute labor productivity of each organization and benchmark with international norms.

In this research, labor productivity is measured by revenues per employee and total assets per employee and found that adopting quality management has strong relationships with revenue per employee unlike total asset per employee that is weakly related.

Several authors suggest a positive relationship between adoption quality management principles and productivity in large organizations located in developed countries. However, this paper particularly focuses on labor productivity of labor-intensive companies.

In the traditional sense, information technology has often been viewed as a contributor to waste within lean production. However, as the business world changes and competition from low‐cost countries increases, new models must be developed which deliver competitive advantage by combining contemporary technological advances with the lean paradigm. The purpose of this paper is therefore to contribute within this area, and it aims to evaluate the supporting role of radio frequency identification (RFID) technology in the context of lean thinking. The paper also aims to consider the application of RFID in order to revolutionize the lean paradigm, and to propose a framework for the use of RFID in order to create the extended lean enterprise, which the authors suggest can improve the competitiveness of manufacturing supply chains.

The paper's applied research methodology is case study. Having first explored the relevant literature surrounding the topic, the paper presents a conceptual framework for the role of RFID in the extended lean enterprise, and apply the framework to two practical case studies. Data were primarily collected through semi‐structured interviews with key contacts within the companies. For triangulation, the authors also made use of direct observations and company documentation.

The paper operationalizes the five lean principles with practical examples in the context of RFID in the extended lean enterprise. It uses the results to propose a conceptual framework for the role of RFID in the extended lean enterprise, which can be used by researchers and practitioners to better integrate information technology such as RFID in the lean paradigm. The case studies provide good practical examples of the applications and implications of RFID in the extended lean enterprise, with theoretically grounded insights. Such a concept appears very little in current academic literature. The findings suggest that RFID technologies are a key enabler in the development and further support of the extended lean enterprise.

Within the field of lean production and information technology, there has been a continuous debate as to whether both approaches are complimentary or contradictory. Therefore, this paper fulfils an identified need to study the interactions between a modern example of information technology (RFID) and its role within lean production, making a valid contribution within this field of research.

Faced with increasing global competition and growing customer expectations, manufacturers looking for significant performance improvements often look to one of the two choices: implementing an enterprise resource planning (ERP) system, or applying the tools and techniques associated with lean production. In fact, many companies are today applying both approaches in an attempt to realise competitive advantage in the global marketplace. However, there seems to be an ongoing debate within the academic literature as to whether lean and ERP are complimentary or contradictory technologies. This paper aims to present a thorough and critical review of literature with the objective of bringing out pertinent factors and useful insights into the role and implications of ERP systems in lean production and to develop a research framework that can be used by researchers and practitioners for studying the value of integrating ERP with lean.

The research methodology employed is literature survey. Literature has been collected primarily through journals within the area of operations management. For rigorousness, textbooks, conference papers, white papers and dissertations have been excluded from the subsequent analysis. Though older literature has been considered to define the scope of this investigation, only literature published after the year 2000 has been considered in the analysis in order to be current in the research field.

The paper proposes a classification scheme for the current research on ERP and lean production, which identifies six major areas in the extant literature. The literature survey is used to find existing research gaps and provides a research framework for future research directions regarding applications and implications of ERP systems in lean production.

This paper fulfils an identified need to study the interactions between ERP systems and lean production.

This paper investigates developing a learning-to-learn capability as a critical success factor for sustainable lean transformation.

This research design is guided by our research question: how can suppliers learn to learn as part of a buyer-led collaborative lean transformation? The authors adopt action learning research to generate actionable knowledge from a lean supplier development initiative over a three-year period.

Drawing on emergent insights from the initiative, the authors find that developing a learning-to-learn capability is a core and critical success factor for lean transformation. The authors also find that network action learning has a significant enabling role in buyer-led collaborative lean transformations.

The authors contribute to lean theory and practice by making the distinction between learning about and implementing lean best practices and adopting a learning-to-learn perspective to build organisational capabilities, consistent with lean thinking and practice. Further, the authors contribute to methodology, adopting action learning research to explore learning-to-learn as a critical success factor for sustainable lean transformation.