Cognitive Biases in Manufacturing

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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Photo by Vita Marija Murenaite on Unsplash

Photo by Vita Marija Murenaite on Unsplash

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.

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