Lean thinking and organisational learning: How can they facilitate each other?

Hu, Q, Found, P ORCID: https://orcid.org/0000-0002-1879-8204, Williams, S and Mason, R 2015. Lean thinking and organisational learning: How can they facilitate each other? Chiarini, Andrea, Found, Pauline ORCID: https://orcid.org/0000-0002-1879-8204 and Rich, Nicholas, eds. Understanding the Lean Enterprise, Measuring Operations Performance, Cham: Springer, pp. 61-77. (10.1007/978-3-319-19995-5_3)

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Abstract

Academic study of both lean thinking and organisational learning has evolved and is now mature enough to warrant an in-depth review of the practices and issues of each approach. This study explores how lean thinking and organisational learning can facilitate each other’s implementation and provides a conceptual model for future research and practice. The model shows the connections between organisational learning and lean thinking which is based on three propositions: (1) single-loop learning which focuses on error detection and correction in the current management system is closer to the tool-based lean approach while double-loop learning which emphasises changing the underlying governing values in the current system is closer to the sustainability-based lean approach; (2) both single-loop and double-loop learning can be operationalised and facilitated through employing a lean culture and a range of lean tools and (3) building organisational memory and institutionalising learning are the two solutions to enhance the sustainability of lean thinking.

Item Type:	Book Section
Date Type:	Published Online
Status:	Published
Schools:	Business (Including Economics)
Publisher:	Springer
ISBN:	978-3-319-19995-5
Last Modified:	25 Oct 2022 13:16
URI:	https://orca.cardiff.ac.uk/id/eprint/119365

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