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Lean manufacturing is more than just a set of tools and techniques; it
also requires a change in the organizational culture of the company
involved to be a lean culture. The relationship between an organization‟s
culture and its ability to implement lean six sigma technique is a longterm
effort. Many manufacturing companies, when implementing lean
manufacturing, emphasize only on lean tools and techniques. They ignore
the human factor, or more specifically, they fail to build the right culture.
Hence, these companies could not obtain the full benefits of lean
manufacturing implementation, and in fact, they have difficulties
sustaining the success attained.
It is becoming increasingly important for companies to be responsive to
global demands in order to remain competitive. Many companies are
looking at lean manufacturing to help them for achieving this objective.
The creation of an organization that has a culture of continuous
improvement and achieving results through its various principles and
philosophies is a main factor in Toyota Way Model.
This research investigates the critical lean culture criteria model for
successful implementation of Lean Six-Sigma methodologies. This
model is built on the literature review that involves major sources of lean
manufacturing community, and also is based on Toyota way culture.
The model helps organizations to assess their internal culture and adopt
the lean culture criteria in order to recognize the full benefit from
implementing lean methodology.
The aim of this research is to analyze and determine the factors related to
the impact of an organization‟s culture on the concepts of lean
manufacturing based on the Toyota Way model. This aim is achieved by
analyzing how conducive the current organizational culture at
manufacturing companies to the implementation of lean six-sigma
principles. The research uses a critical lean culture criteria model that has
been designed by the researcher and was aligned to the principles
relevant to the Toyota Way model.
The researcher constructed a group of questions for every lean culture
criterion, such that, when the organization answers these questions, it can
assess the level of presence of this criterion in the organization. All
questions are collected in a developed questionnaire to assess the current
lean culture in radiator manufacturing and car assembling companies.
The conclusion from this research indicates that the developed critical
lean culture criteria model is valid to assess the organizational culture of
the manufacturing companies, and successfully defined the areas of
strengths and weaknesses in these companies for successful
implementation of Lean Six-Sigma methodologies