Lean between Practices and Ideology: the diffusion of a “World Changing Management Concept”

In my international review of quantitative studies of lean diffusion, surveys indicate recurrent problems with the implementation of lean: managers report that a “lean culture” is difficult to attain. Furthermore, positive outcomes are scientifically unsubstantiated (Freytag & Arlbjørn 2011). Lean is an example of what I call a “World-Changing Management Concept,” characterized by holding ideological ambitions to create a better world, while claiming that practices work regardless of context. I use the seminal texts of Womack et al (2007 [1990]) and Womack & Jones (2003 [1996]) to show how lean is in part a theoretical construct, inspired by “Japanese management”, but ideologically aimed at creating a sustainable management practice in a globalized economy.

I draw attention to the distinction between the adoption of a management idea as a practice and as an ideology (Guillén 1994). I then use Guillén's neo-institutional framework to show how lean draws heavily on practices and ideologies that do have a long standing in Japanese history, including ideologies of co-prosperity (Goto-Jones 2005). I show how institutional factors in the organization adopting lean will be decisive for whether lean will come across as Taylorism in disguise or something closer to the original ideological intensions. In keeping with my arguments, recent research on work environment issues in lean projects gives a mixed picture of consequences for employees (Edwards et al (eds.) 2010).

References:

Freytag & Arlbjørn (2011). Lean og evidens [Lean and evidence]; Samfundsøkonomen 5: 50-56.

Edwards et al (eds.) (2001). Lean og Arbejdsmiljø [Lean and the Work Environment]; L& R Business, Copenhagen.

Goto-Jones (2005). Political Philosophy in Japan; Routledge, London.

Guillén (1994). Models of Management; the University of Chicago Press, Chicago.

Womack et al (2007 [1990]). The Machine that Changed the World; Simon & Schuster, London.

Womack & Jones (2003 [1990]). Lean Thinking; Simon & Schuster, London.