Improving performance through Lean

Abstract

Abstract Ostensibly, less than 10% of UK organizations accomplish successful Lean implementations. Nonetheless, an appropriate implementation results in tangible success for the organization. Consequently, a refined system to the Balanced Scorecard was utilized. A robust procedure is proposed that focuses on both the intangible and intellectual assets but also embraces various time horizons and the interests of multiple stakeholders. The methodology utilized ensured both validity and credibility were secured. Predominantly, the data was collected through meticulous Survey questionnaires undertaken in sixty-eight organizations. This was coupled with seven Case Studies; the quintessential characteristic of Case Studies enables them towards a holistic understanding of interrelated activities engaged in by the actors in a social situation. At least eight informants were questioned in each case study which included questionnaires and interview schedules. The Survey questionnaire analysis was performed with the aid of the software SPSS version 13.0 for Windows. The overwhelming evidence dictates that Lean results in better performance levels. Nonetheless, considerable variations were found which reflected how Lean was embraced by the company. Fifteen organizations excelled but had also demonstrated a greater commitment towards becoming Lean. We are always directed towards the low numbers of successful Lean initiatives; this research demonstrates the importance of embracing Lean as a total ideology. When this happens, Lean proves successful for the organization provided its principles are adhered to closely. Despite the popularity of the Balanced Scorecard it has recently proven inadequate in certain circumstances. The proposal enables managers to bridge the gap between the real and aspired performance. The adapted scorecard acts as a bespoke measurement for any Lean initiative.