Workers’ behaviors, economic performance and the Shingo model: a configurational approach to lean transformations

Purpose This study aims to determine whether firms that focus on the technical side of lean, without building a foundation of problem-solving skills among workers, generate worse or better economic performance (return on assets) than firms that adopt a more balanced approach. Design/methodology/approach Following a configurational approach, the authors use a qualitative comparative analysis method to identify lean− systematic problem-solving (SPS) interactions associated with superior economic performance. Data were collected on a sample of 13 Italian small and medium-sized firms (involving 26 managers and 112 shop-floor workers). Coherently with the underlying principles of the Shingo model, this study offers insights into how firms can optimize lean transformations to achieve superior economic performance through congruent lean−SPS configurations. Findings Results show that organizations can achieve superior financial performance only if the selected lean practices are supported by workers who adopt a systematic approach to solve problems. Originality/value This research contributes to the operations literature by providing a better understanding of some critical factors that influence the success or failure of lean implementation. The focus on complex configurations enabled us to identify different lean−SPS interactions associated with superior (or low) economic performance, and the authors empirically demonstrate that SPS behavior is indeed the basis for successful lean transformations.