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PurposeManufacturers seek to innovate and improve processes using new digital technologies. However, knowledge about these new technologies often resides outside a firm's boundaries. The authors draw on the concept of absorptive capacity and the literature on open innovation to explore the role of external search in the digitization of manufacturing.Design/methodology/approachThe authors developed and distributed a survey to manufacturing firms in Switzerland, for which 151 complete responses were received from senior managers. The authors used multiple linear regressions to study the relations among the breadth and depth of external search, firms' adoption of digital technologies and operational performance outcomes.FindingsExternal search depth was found to relate positively to higher adoption of computing technologies and shop floor connectivity technologies. No significant correlation was found between external search breadth and firms' adoption of digital technologies. Regarding performance outcomes, there is some evidence that increased adoption of digital technologies relates positively to higher volume flexibility, but not to increased production cost competitiveness.Practical implicationsManufacturing firms that aim to digitize their processes can benefit from inbound open process innovation, but its utility varies for different clusters of digital technologies. Generally, the findings suggest that firms should build strong ties with a few external knowledge partners rather than surface relations with many.Originality/valueThis study contributes to the growing literature on the digitization of manufacturing with an analysis of the relation between firms' external search and their adoption of digital technologies. It adds early empirical insights to the literature on open process innovation.

PurposeThe purpose of this study is to investigate how soft lean practices moderate the performance effects of hard lean practices. The authors provide new evidence from the pharmaceutical industry, which is characterized by a highly regulated and technical environment and has been largely uncharted in the lean literature.Design/methodology/approachBased on a review of the literature, the authors define a set of soft and hard lean practices. The authors test the hypotheses using factor analysis and moderated hierarchical linear regression on a unique dataset containing survey data and real performance measures of 351 pharmaceutical plants.FindingsThe results show that soft lean practices can be both enabling and constraining. When management engages in performance measurement, visualisation and employee empowerment the relationship between hard lean practices and performance is positively moderated. On the other hand, when managers emphasise goal setting and work standardisation the performance outcomes are reduced.Practical implicationsEffective lean managers build organisational commitment by motivating other employees to implement lean. They use performance measurement, visualisation and employee empowerment to focus on the “why”. Less effective managers engage in commanding and micro-management. Such managers focus on the “what” by using practices like goal setting and work standardisation.Originality/valueThis article contributes to the literature on lean management by empirically testing the moderator-variable interaction effects between soft and hard lean practices. In addition, it adds new evidence from the important pharmaceutical industry.

PurposeDo managers at different hierarchical levels in a firm perceive the effectiveness of a lean program differently, and does it matter for their commitment to it and the resulting lean implementation? This study answers these questions by analyzing the perceptions and behaviors of top and middle managers in a manufacturer deploying a global lean program.Design/methodology/approachThe authors hypothesize that managers at different levels perceive lean programs differently, which, in turn, should affect their commitment to lean and the resulting implementation. To test these relationships empirically, the authors collect survey data from a global manufacturer in the process industry and analyze them using hierarchical linear regression and structural equation modeling.FindingsThe findings show that middle managers perceive lean programs as more effective than top managers do. They further show that higher commitment from the top and middle managers to the lean program is positively related to building the organizational infrastructure needed for lean implementation.Research limitations/implicationsThis research is conducted in one global company. Although the research setting implicitly controls for many possible confounding variables, such as the product and process complexity or organizational culture, future research can explore and test the findings in other organizational contexts.Originality/valueThis study is the first to empirically study the relations between perceptions of and commitment to lean programs across different hierarchical levels and what it means for program implementation. The paper contributes new plausible explanations for why many lean programs slow down.

Purpose There is convincing evidence that companies need a special form of leadership to succeed with lean transformations. The general advice for lean leaders, however, is often obvious or unrealistic. The purpose of this paper is to propose and discuss specific lean leadership practices for top-managers, middle managers and front-line managers. Design/methodology/approach In this conceptual paper, the authors draw on their rich experience from researching, leading and consulting in lean transformations in a large number of firms. Findings Leaders must adapt lean leadership practices to their hierarchical levels. This paper provides a framework to understand and debate lean leadership at different levels of the organisational hierarchy. Originality/value This paper demystifies lean leadership by offering a discussion of specific lean leadership practices at different hierarchical levels. The paper offers a new perspective for researchers studying lean leadership behaviours and contains helpful advice for firms seeking lean transformations.

Purpose - How can multinational companies become more productive on a global scale? The purpose of this paper is to investigate whether a production improvement programme can improve quality performance in a global network of factories. Specifically, the paper analyses the effects of the Volvo Group's production improvement programme on global quality performance. Design/methodology/approach - The research approach is a case study of the Volvo Production System (VPS). The paper analyses the effects of the programme on global quality performance, using data from an implementation audit and a questionnaire survey. The paper triangulate the analysis with longitudinal quality performance data from three different plants. Findings - The paper finds a significant and strong positive relationship between implementation of the VPS and improvements in both process quality and product quality. Hence, the paper suggests that tailored production improvement programmes have clear positive effects on global quality performance. Research limitations/implications - As with all case studies, the paper should use caution when generalising beyond the specific case. However, the Volvo Group is a broad and diversified corporation, which mitigates this limitation. Originality/value - While many studies have investigated the effect of production improvement programmes on performance, very few have looked at the effect of a corporate multi-plant programme. This study represents one of the first attempts to do so. The paper also provides a case description of the VPS that readers might find valuable in its own right.

PurposeLean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.Design/methodology/approachSeven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.FindingsAuthors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.Originality/valueAs researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.

Purpose – To advance the productivity of all plants in the network, multinational corporations develop and deploy multi-plant improvement programmes. In this paper, the authors systematically review and synthesise the emerging literature on multi-plant improvement programmes. The paper aims to discuss these issues. Design/methodology/approach – Through a systematic manual search, the authors examine 15 top journals from operations management, general management and international business literature in the time span between 1998 and 2011. Findings – The authors found 30 papers that specifically deal with operational improvement programmes in a multi-plant international setting, of which only nine take a headquarter perspective. This low number contrasts sharply with the magnitude and importance of such programmes in industry. The authors discuss key dimensions that explain how multi-plant improvement programmes result in the adopting, adapting, acting or avoiding of programme practices in subsidiaries and propose a related research agenda. Research limitations/implications – The authors affirm that a new field is in the making, with IJOPM as the leading professional journal. Further empirical research is called for, but particular methodological caution must be paid to the phenomenon of acting in subsidiaries. Originality/value – No coherent stream of research has addressed multi-plant improvement programmes. This paper represents a focused review that supports the further development of the field.

Purpose This paper reports exploratory findings about teaching in the metaverse using a virtual reality (VR) platform and head-mounted displays. This paper addresses three research questions: Is the metaverse an appropriate platform for teaching Lean? What are the benefits and problems of this approach over traditional classroom methods? What are the future implications for teaching Lean in the VR-enabled metaverse? Design/methodology/approach The research presented in this paper is exploratory. A critical realism approach is adopted using action research through the preparation, delivery and review of the first four masterclasses entitled Leading Intelligent Lean offered by Gemba (formerly The Leadership Network). The data collection methods included a pre-workshop questionnaire, participant observation, focus groups and end-of-course surveys. Findings It was found that Lean can be taught successfully in the metaverse. There are many related benefits, particularly in terms of the high levels of immersion and the “wow” factor. Remaining technological limitations are reduced by continually improving the metaverse platform and the course content and delivery. The authors conclude that the metaverse is a useful addition to teaching Lean – and is especially promising when used in a blended teaching approach. Originality/value To the best of the authors’ knowledge, this is the first report of teaching Lean in a VR-enabled metaverse and one of the first of teaching and learning in the metaverse regardless of topic. The respective problems and benefits of this approach versus teaching in a traditional classroom setting are discussed.

PurposeWhy some assembly factories implement a lean program faster than others is an enduring puzzle. We examine the effect of a fundamental characteristic of every assembly factory—its rhythm of production.Design/methodology/approachWe designed a multi-method study and collected data from a leading global equipment manufacturer that launched a lean program across its factory network. We use quantitative data gathered from internal company documents to test our hypothesis that production rhythm affects the pace of lean implementation. We then analyze qualitative data from interviews and factory visits to derive theoretical explanations for how production rhythm affects lean implementation.FindingsConsistent with our hypothesis, we present evidence that factories with faster production rhythms implement lean faster than those with slower rhythms. This evidence is consistent with learning theories as well as the literature on organizational routines and forms of knowledge. We propose a theory of the relation between rhythm and learning in lean implementation.Research limitations/implicationsThe hitherto unexplored relation between production rhythm and lean implementation raises intriguing questions for scholars and ushers new insights into how organizations learn to implement lean.Practical implicationsOrganizations need to calibrate their expectations for lean implementation pace when their factories have widely different production rhythms and find ways to mitigate any adverse effects slower rhythms may have. Organizations can alleviate the unfavorable context of slower rhythms by inculcating practices in the factory that emulate the learning environment present in faster-paced factories.Originality/valueWe contribute novel quantitative and qualitative evidence that production rhythm affects lean implementation through learning-based mechanisms.

PurposeFrontline teams are at the centre of lean transformations, but the teams also transform as they implement lean. This study examines these changes and seeks to understand how lean relates to team psychological safety and learning.Design/methodology/approachThis research setting is the Romanian division of a leading European energy company. The authors collected team-level audit and survey data, which the authors used to test the effect of lean implementation on team psychological safety and learning. The authors’ team-level data are complemented with qualitative interviews conducted with team members and headquarters leaders.FindingsThe results of the regression analyses show that leanness is positively associated with team psychological safety, which is in turn positively associated with learning. Thus, this research provides evidence that leanness – mediated by team psychological safety – increases team learning.Practical implicationsLean changes team dynamics and learning positively by ensuring and promoting an emotionally sound work environment with clear team structures, an appropriate level of autonomy, and strong leadership.Originality/valueThis paper contributes evidence of important psychological mechanisms that characterise team-level lean implementation. Particularly, the authors highlight how team psychological safety mediates the relationship between leanness and team learning.