A Conceptual Map of the Lean Nomenclature: Comparing Expert Classification to the Lean Literature

Abstract

Although the implementation of lean can yield improvements in organizational performance, the literature suggests that most organizations are unable to effectively sustain the results from lean implementation efforts. The lack of clarity related to lean concepts may be a cause of unsuccessful implementation. In this work, we seek to clarify conceptual ambiguity in the lean nomenclature. Using an extensive literature review, we document lean principles, practices, and performance measures. Results from a survey of lean experts were used to investigate the relationship between lean principles and practices. Findings from the literature and from the expert survey were synthesized to develop a visual representation of the lean nomenclature. This conceptual map is intended to aid practitioners by increasing clarity of important lean concepts and thus, the probability of successful implementation.

Keywords:

• Lean Concepts
• Lean Performance
• Lean Implementation
• Lean Measures
• Lean Context
• and Lean Framework

EMJ Focus Areas:

• Continuous Improvement
• Operations Management
• Organizational and Performance Assessment
• Strategic Management

Additional information

Notes on contributors

Waleed K. Mirdad

Waleed K. Mirdad is a research assistant and PhD Student in the School of Mechanical, Industrial, and Manufacturing Engineering at Oregon State University. A member of the Process Improvement Group, Waleed conducts research on lean conceptualization with a focus on lean education strategies and diffusion of the lean mindset. Waleed received a B.S in Industrial Engineering from King Abdul Aziz University in Saudi Arabia and an MS in Industrial Engineering from Oregon State University. He has experience in lean manufacturing implementation from the SRMCO Company in Saudi Arabia.

Chinweike I. Eseonu

Chinweike I. Eseonu is an assistant professor in the School of Mechanical, Industrial, and Manufacturing Engineering at Oregon State University. He leads research in the Process Improvement Group on diffusion of innovations, with a focus on identifying mechanisms through which engineering managers can control the spread of technology, process improvement changes, policy, and other innovations. He received a BASc in Mechanical Engineering from the University of Ottawa, an MS in Engineering Management from the University of Minnesota-Duluth, and a PhD in Systems and Engineering Management from Texas Tech University. He serves as a member of the Board for the IIE Society for Engineering and Management Systems, as chair of the Academic Research Track at the 2015 IIE Engineering Lean Six Sigma Conference, and is a member of ASEM, ASEE, and NSBE.