Purpose This research aims to design a customized internal training process integrating theoretical and practical components to foster cultural transformation and organizational commitment to operational excellence while evaluating its impact on the model’s key success factors. Design/methodology/approach This study employed action research, integrating hermeneutic phenomenology and quantitative analysis to examine organizational change, with emphasis on culture and managerial commitment through training. Data from meetings, observations and questionnaires assessed the Degree of Leanness (DOL) using SAE J4000. The researcher’s active involvement enabled a detailed, longitudinal evaluation of the company’s lean transformation process. Findings Implementing project-specific, practice-oriented corporate training enhances resource development and fosters a culture of change and continuous improvement. Empirical results reveal significant evolution, especially among management, who overcame cultural barriers while technical and middle management improved operational standards through increased knowledge and tools, reinforcing the project’s organizational impact. Originality/value This research proposes ad-hoc training tailored to organisational levels to overcome cultural barriers in operational transformations, defining specific competencies and integrating theory and practice to apply knowledge and develop effective strategic skills.
Aramburu et al. (Fri,) studied this question.
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