Lean management implementation: a decision making framework

Submitted to the graduate faculty Universidade Nova de Lisboa – Faculdade de Ciências e Tecnologia in partial fulfillment of the requirements for the degree of Master in Industrial Engineering

In this thesis the author proposes a thinking framework for decision makers considering the implementation of Lean Management methodologies in their industrial contex. The framework takes both internal and external context of each case into consderation. A logical order when considering Lean’s implementation is proposed, where strategic considerations should be taken first into consideration, and operational considerations after. Moreover, the framework proposes the power and leverage perspective on transactional exchange as the central factor to determine the strategic success of any implementation. Finally when it comes to operational considerations, a key thinking factor is taken into consideration, which is the potential penetration ability of Lean techniques according to the internal and external context. The framework is applied to a portuguese leading company in the molding industry that has already applied some Lean Management methodologies, which is Logoplaste. Results lead to conclusions that, not only Lean’s suitability varies according to context, but also that the potential penetration ability of Lean techniques decreases as the compliance level to Lean’s core principles increases, and that companies where Lean techniques with low penetration ability are suitable to be used, have a higher propensity to evolve into higher Lean maturity stages.