TOWARD A THEORY OF LEAN MANAGEMENT

摘要

Within academic and practitioner literature, there are countless examples of firms that have achieved significant performance improvement as a result of implementing lean management. Within these firms, a well-defined set of lean management tools are consistently applied. However, a question that remains unresolved is why adopting lean management tools and practices leads to improved performance. We use organizational accident theories to argue that the theoretical basis for lean management lies in understanding how to overcome the complexity inherent in these systems to achieve disruption-free performance.