A Lean longevity matrix steering an organization’s journey towards higher levels of maturity

Volume 9, Issue 2, April 2024     |     PP. 70-105      |     PDF (827 K)    |     Pub. Date: June 10, 2024
DOI: 10.54647/economics790459    14 Downloads     476 Views  

Author(s)

Sanjay Bhasin, University of Buckingham, United Kingdom
Alessandro Laureani, Independent Lean Six Sigma Scholar, Ireland

Abstract
Purpose: The overriding objective of this investigation is creating and deploying a new Lean longevity matrix, to enable organisations to reliably gauge the juncture of leanness achieved, steps necessary to move towards the next level and where dedicated resources are necessary. This was achieved by presenting and piloting a new maturity matrix addressing limitations of the existing ones. Methodology: The methodology consisted of a literature review coupled with 15 Case Studies representing 15 disparate UK manufacturing organizations. This incorporated integrating primary data capture through structured interviews from a statistically representative sample. Findings An all-embracing matrix was developed facilitating improved Lean implementation records whilst steering organizations towards higher Lean maturity levels. These aims are attained by incorporating the necessary assurance and appropriate prioritization by distinguishing areas necessitating dedicated resources safeguarding sustainability of the initiative preventing backsliding. Practical implications Extensive metrics were incorporated scrutinising the prevailing culture and change management systems. By permitting a self-assessment eradicating the bureaucracy accompanying matrixes it permits a reliable determination of juncture an organization has attained. Feedback steers a possible course of action navigating the organization towards the next phase. Originality: The matrix tackles an existing void found in most Lean maturity matrices, specifically addressing two aspects: firstly, establishing whether an organization has adopted Lean as a philosophy and, secondly, distinctively deducing the Lean phase attained. Subsequently, informing an organisation regards steps facilitating it to move to a higher maturity level preventing regression.

Keywords
Lean, matrices, maturity, audits, metrics, journey, manufacturing.

Cite this paper
Sanjay Bhasin, Alessandro Laureani, A Lean longevity matrix steering an organization’s journey towards higher levels of maturity , SCIREA Journal of Economics. Volume 9, Issue 2, April 2024 | PP. 70-105. 10.54647/economics790459

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