Partial and iterative Lean implementation: two case studies

David Bamford, Paul Forrester, Benjamin Dehe, Rebecca Georgina Leese
  • International Journal of Operations & Production Management, May 2015, Emerald
  • DOI: 10.1108/ijopm-07-2013-0329

Explores the implementation of lean within two contrasting companies

What is it about?

This paper explores the implementation of lean within two UK-based organizations; a food manufacturer and a healthcare organization. The different contexts provide insight to the strategic desire for efficiency gains and tactical issues and challenges of lean execution and implementation.

Why is it important?

There are three primary findings: first, that the adoption of lean provides a strategic benefit, as well as providing a basis for a strategy of operational change; second, that partial, as opposed to full, adoption of lean occurs due to external organizational constraints, such as demand patterns, supplier unreliability, little expertise in deploying change programmes, etc.; and third, that a company will balance the adoption of the lean ideology against the financial costs and operational risks incurred in full adoption.

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The following have contributed to this page: Professor David Bamford and Dr Paul L Forrester