From assessment to action: a longitudinal study of a human-centric lean self-assessment approach

Purpose This paper aims to design and longitudinally examine a human-centric lean self-assessment approach that supports continuous improvement and organizational learning in a manufacturing setting. The approach is based on a structured assessment model that integrates Lean principles with a socio-technical and reflective perspective, aligning human development with operational improvement. Design/methodology/approach The study adopts a longitudinal single-case approach within a mechanical manufacturing company. The selected case, FPZ, is a leading producer of air compressors and vacuum pumps, chosen for its mature Lean culture and strong commitment to employee engagement and continuous improvement. The assessment model was co-designed with employees and structured around three core dimensions: People, Process and Technology. Following the first assessment (T0), improvement projects were implemented and monitored through feedback meetings, and a second assessment (T1) was conducted to examine self-assessed maturity-score variations and qualitative learning dynamics. Findings The approach helped identify priority areas and supported initiatives such as training redesign and competency mapping. The longitudinal comparison showed positive self-assessed maturity-score variations and greater reflective awareness, as employees learned to interpret maturity criteria more critically. Participants associated apparent regressions with higher awareness, suggesting “conscious incompetence” as one possible interpretation rather than actual decline. Overall, the findings indicate that participatory self-assessment can support dialogue, collective interpretation and organizational reflection within the case examined. Practical implications The study provides a process logic for embedding human-centricity into Lean transformation through participatory self-assessment. Its co-designed and iterative structure may help organizations connect maturity assessment with continuous improvement routines, provided that the assessment content and facilitation arrangements are adapted to the organizational context. Originality/value Unlike traditional top-down maturity models, this study examines a reflective, employee-driven self-assessment approach grounded in socio-technical theory. Its originality lies in the longitudinal and participatory operationalization of established Lean and Kaizen principles, showing how maturity evaluation can be used not only as a diagnostic output but also as an input for collective interpretation, learning and context-specific improvement in a Lean setting.