What is it about?
The paper highlights cognitive biases that affect Lean practices in multi-cultural organizations. Based on case studies and interviews, the research identifies nine new biases and correlates 45 previously known biases with Lean implementation. The findings offer practical insights for managers to counter the influence of biases, leading to improved productivity and well-being. This study is the first to connect cognitive aspects of Lean processes in a multi-cultural environment.
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Why is it important?
The results of this research provide a practical understanding of biases and propose a new managerial approach to reduce their impact on Lean practices. This could lead to better productivity and well-being from a business process perspective. The knowledge gained can help decision-makers and line managers enhance the effectiveness and productivity of lean methodologies. By recognizing and addressing these biases, lean manufacturing processes can be made more efficient, and decisions can be executed more effectively. The influence of biases and the model developed in this study could form the basis for overcoming implementation obstacles.
Perspectives
This study presents a unique perspective, being the first to connect the cognitive aspects of Lean business processes in a multi-cultural environment. It identifies nine new biases and 45 previously known biases that influence Lean implementation and practices in organisations with a history of Lean commitment. The second unique aspect of this study is the correlation it establishes between cognitive biases, Lean implementation, and practices in multi-cultural business processes.
Mahesh Babu Purushothaman
Auckland University of Technology
Read the Original
This page is a summary of: Cognitive biases that influence Lean implementation and practices in a multicultural environment, International Journal of Lean Six Sigma, April 2023, Emerald,
DOI: 10.1108/ijlss-10-2022-0218.
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