Building a high‐commitment lean culture

Abstract

PurposeThe characteristics of successful lean operations make a committed workforce a necessity. However, there is an ongoing debate over whether lean characteristics inherently enhance or impede commitment. The purpose of this paper is to help settle the debate, as well as provide insights into the role specific work practices play.Design/methodology/approachBased on responses from 1,391 workers at 21 lean sites, the authors examined the relationship between the degree of lean implementation and worker commitment; as well as the commitment effects of 21 lean work practices.FindingsThe paper examines relationships between worker commitment and lean production, sheds light on the lean commitment debate and provides guidance for designing lean systems that complement high‐commitment work practices.Practical implicationsThe results will be of value to readers with interests in operations, human resources and high‐performance work practices, as well as the management and implementation of lean and its associated practices.Originality/valueThe study described in the paper is unique in that it establishes a statistically valid relationship between lean production and worker commitment and associated work practices.