Abstract
D.Comm.
The point of departure of this study is that South African manufacturing organisations
are far from being competitive in world-class terms, and that lean thinking has become
a strategic necessity for many South African manufacturing organisations that want to
compete successfully in today’s globalised economy which is characterised by fierce
competition.
However, even amongst the pioneers and advocates of lean thinking there is
uncertainty as to the reasons why lean sometimes fail or do not achieve the same
results as is the case at Toyota, the organisation that pioneered lean thinking as a
business management strategy. Given the former stated problem the primary
objective of this study is to identify the critical success factors for the successful
implementation of lean thinking in South African manufacturing organisations.
The literature study conducted identified the theoretical critical success factors, the
independent variables in this study, as mindset and attitude; leadership; ordinary
employees; strategic driver; basic stability; promotion office; lean tools and
techniques; and integration. The indicators of lean thinking success, the dependent
variables of this study, were identified as cost reduction and customer satisfaction.
A convenient sample was used to collect primary data by means of a self developed
questionnaire or measuring instrument. A factor analysis of the data yielded 5 critical
success factors, which were labelled as philosophy and principles; people or soft
issues; basic stability; strategic driver; and promotion office.
The research further revealed that lean thinking has a very low success rate in South
African manufacturing organisations (thereby justifying the reason for this study); that
senior leadership has the biggest impact or influence on the sustainable success of
lean thinking; and that trade unions are considered to have a limited positive impact
on successful lean implementation.
The emerged factors were interpreted and operationalised, and translated into
practical recommendations for the successful implementation of lean thinking in South
African manufacturing organisations. The most important recommendations relate to
the role of people and leadership in a lean transformation; finding of an experienced
facilitator; and lean thinking as a strategic driver.
Recommendations for further research include the role of, and skills required by the
human resources function and practitioners in a lean thinking organisation; and lean
thinking training on tertiary level in South Africa.
The study thus has theoretical, practical and methodological value for successful lean
thinking implementation in South African manufacturing organisations.