Sustaining lean changes: the influence and significance of different change sustainability factors in maturing lean change programmes

Purpose - Previous research has identified factors that enable lean change to be sustained. What remains unknown is how the interaction effects amongst these factors vary as lean change programmes mature. When are particular factors at their most influential? Design/methodology/approach - By using a data and investigator triangulated qualitative research strategy, this paper tests an a-priori model of change sustainability factors. In phase one, the research reveals the influence and significance of the model’s change sustainability factors within 13 manufacturers. In phase two, four factors (Leadership, Political, Individual and Managerial) were selected for in-depth case study analyses in three other manufacturers. Findings - These point to when in the lean change programme, certain factors have the most influence on its sustainability. The Leadership factor is essential at the beginning and remains influential throughout. Employees’ individual commitment (Individual factor) is significant in sustaining the change but comes later and is less influential than other factors in the early stages of lean change. The Managerial factor (management approach, behaviour) is influential in the mature stages of the programme. Practical implications - Recognising where to put maximum focus during a lean change programme as it matures is crucial for management. Originality/value - Sustaining lean changes has not been studied from the perspective of what factors need to be emphasised at different stages in the programme for successful maturity to occur. Through empirical validation, this study helps address this knowledge gap.