Sanjay Bhasin

TL;DR: It is illustrated that, despite its discernible benefits, the implementation record suffers as the prevailing opinion fails to encapsulate that an aspiring lean enterprise shall only succeed if it views lean as a philosophy rather than another strategy.

TL;DR: In this paper, the authors propose a robust system that not only focuses on the intangible and intellectual assets but also embraces various time horizons and the interests of multiple stakeholders, which enables organisations to successfully gauge whether lean has in fact proven successful in their respective organizations.

TL;DR: In this article, the authors explore the importance of a suitable change strategy resulting in the likelihood of a triumphant lean implementation and find that a triumphant implementation requires a systematic and controlled change strategy.

TL;DR: In this paper, a total of 68 UK manufacturing organisations operating lean were analysed in an effort to elucidate the factors contributing to the low numbers of successful lean conversions. But despite the prominence of lean since 1990, there still exist ambiguous perceptions about the prominent obstacles preventing organisations either adopting lean or thwarting its wider implementation.

TL;DR: In this article, an in-depth investigation to decipher whether larger organizations embracing Lean as a philosophy were indeed more successful was conducted, and the results revealed that the larger organisations viewing Lean as an ideology performed better; this was exposed by applying the balance scorecard to the respective Lean implementations.