| There is general agreement that lean manufacturing techniques make up the emergent new manufacturing paradigm. Despite widespread interest and some empirical evidence to support its role in improving firm performance, there is very little understanding related to organizational characteristics of lean manufacturing firms. The objectives of this research are to: (1) Provide a valid and comprehensive set of lean practices that represent the underlying domains of lean manufacturing. (2) Explore different patterns of implementation of lean practices among US manufacturing firms. (3) Compare and contrast strategic and behavioral characteristics among groups that exhibit different patterns of implementation.; This research identified seven key elements to represent lean manufacturing systems. These are just-in-time production methods (JIT), SPC tools to monitor quality (SPC), employee involvement in problem solving (EMPINV), group technology to enhance flow of products (FLOW), communication with suppliers (SUPPCOMM), JIT delivery by suppliers (SUPPJIT), and customer involvement (CUSTINV). The research also selected pace of change, business and manufacturing strategy, environmental scanning, and integration using information technology to represent organizational characteristics of the firms. Firm performance was measured as operational performance.; A questionnaire was developed to empirically measure the 21 dimensions underlying the eight constructs. Sixty-three manufacturing firms participated in a pilot test administered through mail, and measurement scales for the 21 dimensions were evaluated for reliability and validity. For the main study, email was the preferred mode of data collection; managers of 271 manufacturing firms responded, corresponding to a response rate of 12.8 percent. The data were divided into calibration and validation samples for exploratory and confirmatory purposes respectively. The measurement scales were carefully examined for reliability and validity.; Cluster analysis was used to group firms representing different patterns of implementation of lean practices. Firms that implemented lean practices extensively represented the “lean” archetype, and firms that did not implement practices extensively represented the “non-lean” archetype. Five hypotheses related to the differences between the two archetypes were tested. Following is a summary of major research findings: (1) Lean firms faced significantly faster pace of change in their external environment relative to non-lean firms. (2) Lean firms significantly differed from non-lean firms in their emphasis on business strategy of “responsiveness.” (3) Lean firms significantly differed from non-lean firms in their emphasis on “cost” and “volume flexibility” as the manufacturing strategy. (4) Lean firms scanned their customers and internal capabilities more frequently than their non-lean counterparts for gathering information. (5) Lean firms were more extensively integrated with their customers, suppliers, and internally across different functional departments than non-lean firms. |
