An empirical investigation of workplace factors affecting lean performance

Purpose: The purpose of this paper is to identify workplace factors with an impact on lean performance (LP). This can lead to better LP outcomes, thus facilitating organizations to smoothly move from the conventional to lean management. Design/methodology/approach: The direct effects of training, knowledge acquisition and organizational culture are empirically investigated using data from 126 managers employed at a global company, which recently has improved its LP. Study’s hypotheses were analyzed with hierarchical regression models. Findings: The findings suggest that not all of the aforementioned workplace factors holistically affect LP. Only organizational culture is associated to the four LP variables (i.e. continuous improvement, waste, ergonomy and product quality). Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, has significant yet negative impact on both continuous improvement and ergonomy. Even more, when training is combined with knowledge acquisition the results are different. Originality/value: As this study highlights the impact of workplace practices on LP, attributes mainly importance to the distinct effects that each of the aforementioned factors has on the four distinct LP variables. Although the study results reflect a particular case, its recommendations could facilitate practitioners to achieve better lean outcomes.