The purpose of this research study was to examine relationships between organizational performance and change (OP&C) factors perceived leanness, and objective performance measures within a medium-sized manufacturing organization engaged in lean transformation. Burke (2008) suggested that successful transformational change is often predicated upon an organization's ability to understand dimensions influencing change interventions as outlined in the Burke-Litwin model of OP&C. To better understand why lean interventions succeed in some instances and not in others, it is important to study relationships between OP&C dimensions and their impact on the leanness an organization achieves.While a number of statistically significant findings were found with small effect sizes among the dependent and attribute variables, some statistically significant findings with much larger than typical effect sizes between the dependent variable and the objective financial data were discovered. However, the reliability and validity of the instrument used to gather the dependent variables is questionable, rendering the implications of the findings weak.There are many other practical implications for this research study. The conceptual development of a lean transformation model promoted the use of sound organizational development, organizational change, and human resource development principles and practices that could benefit the well-intentioned but ill-informed change agent. A systematic literature review explores four decades of scholarly lean literature in an effort to present a reliable history and shared language for future researchers. Reliability and validity of the Burke-Litwin Organizational Assessment Survey (OAS) confirmed consistency, but the Lean Organizational Self-Assessment Manufacturing Survey (LOSAMS) revealed a promising but weak measure of leanness. Conclusions and a research agenda for future studies in lean transformations are offered in the final section.View full textDownload full textKeywordslean thinking, change management, human resource development, Toyota production system, organizational developmentRelated var addthis_config = { ui_cobrand: "Taylor & Francis Online", services_compact: "citeulike,netvibes,twitter,technorati,delicious,linkedin,facebook,stumbleupon,digg,google,more", pubid: "ra-4dff56cd6bb1830b" }; Add to shortlist Link Permalink http://dx.doi.org/10.1080/19488289.2012.664611
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