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首页> 外文期刊>International journal of lean six sigma >Impact of corporate culture on the adoption of the Lean principles
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Impact of corporate culture on the adoption of the Lean principles

机译：企业文化对采用精益原则的影响

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Purpose - Empirical evidence suggests corporate culture and change contribute to every Lean failure. Whilst the prevailing research implies that successful Lean implementations lead to a profitable organisation, it also points towards the low numbers of organisations fully adopting the Lean principles. The purpose of this paper is to identify the existing prevalence of culture in explaining the low numbers (less than 10 per cent) of successful British manufacturing organisations that have fully adopted the concepts of Lean and to advocate preventative actions that organisations could pursue in order to improve the UK implementation records. Design/methodology/approach - The methodology predominantly used included survey questionnaires within 68 manufacturing organisations of various sizes and at differing stages of Lean; this was coupled with seven case studies and subsequently validated by an extensive Lean audit undertaken in 20 organisations. Findings - This research initially deciphers the prevalence of culture to Lean failures and then proceeds to recommend courses of action to facilitate higher implementation rates. The significance of culture was evident. The results reveal that a triumphant implementation requires a systematic and controlled strategy to look at the prevailing culture. Whilst Lean failures are attributable to different causes; the fundamental issues of corporate culture and change is evident. Practical implications - Any organisation embarking upon Lean needs to unequivocally address the prevailing cultural issues. For Lean to thrive, evidently the processes, appropriate application of tools and its application across the value chain would prove futile without a conducive culture. Originality/value - Possible remedial and preventative courses of action are advocated which should facilitate successful implementations. The implementation of Lean cannot be taken nonchalantly as there is a requirement for heavy investment in terms of both time and money. Nonetheless, when an organization pursues a conducive culture, the probability of success is improved, which secures the superior levels of performance.
机译：目的-经验证据表明，企业文化和变革是每一次精益失败的原因。尽管目前流行的研究表明成功实施精益可以带来一个有利可图的组织，但它也指出了完全采用精益原则的组织数量很少。本文的目的是在解释成功的英国制造业组织（完全采用精益概念）的数量很少（不到10％）时，确定文化的普遍存在，并倡导组织可以采取的预防措施，以期改善英国的执行记录。设计/方法/方法-主要使用的方法包括68个不同规模和不同精益阶段的制造组织中的调查问卷；结合了七个案例研究，随后在20个组织中进行了广泛的精益审核，从而验证了这一点。调查结果-这项研究最初解释了文化在精益失败中的普遍性，然后提出了建议采取的措施以促进更高的实施率。文化的意义显而易见。结果表明，要取得成功，就必须采取系统和受控的策略来审视主流文化。精益失败是由不同的原因引起的；企业文化和变革的根本问题显而易见。实际意义-任何从事精益生产的组织都必须明确解决当前的文化问题。为了使精益事业蓬勃发展，显然，如果没有有益的文化，流程，适当使用工具及其在整个价值链中的应用将被证明是徒劳的。原创性/价值-提倡采取可能的补救和预防措施，以利于成功实施。精益的实施不能一概而论，因为在时间和金钱上都需要大量投资。但是，当组织追求有益的文化时，成功的可能性就会提高，从而确保了卓越的绩效水平。

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