A B S T R A C T  

Purpose: The purpose is to compare similarities and divergences in how the concepts of Lean and barriers to Lean are described by key informants at a production unit in a large manufacturing company and two emergency health care units in Sweden.

Design/methodology/approach: Data was collected via semi-structured interviews and analyzed with the constant comparative method (CCM) and Porras and Robertson’s

(1992) change model.

Findings: In both organizations, the view of Lean changed from a toolbox to a human behavior view. Eight barriers were experienced in both organizations. Three barriers

were unique to manufacturing or to health care, respectively. Nine barriers were elements of social factors;five were elements of organizing arrangements.

Research limitations/implications: Only people practically involved and responsible for the implementation at the two organizations participated in the study.

Practical implications: Persons responsible for implementing Lean should consider organizational arrangements and social factors in order to limit barriers to

successful implementation.

Originality/value: Most research on Lean has been about successful Lean implementations. This study focuses on how Lean is viewed and what barriers personnel in

manufacturing and health care have experienced. In comparing the barriers to Lean experienced in the two groups, common, archetypical, and unique barriers for manufacturing and health care can be identified, thus contributing to knowledge about barriers to Lean implementation.

The purpose of this paper is to address the question of how manager’s views on Lean in terms of “toolbox Lean” or“Lean thinking” impact their view of the implementation process. This paper is based on a case study at a globallyestablished Swedish manufacturing company. Findings show that managers’ definitions of Lean have evolved froma “toolbox” view toward more of a “Lean thinking” view during the implementation process, due to the learningtaking place in the organization during the implementation. As the understanding of Lean develops, new andunforeseen deviations or needs may be identified. This in turn affects the managers’ views on the implementationprocess and perceived needs in regard to Lean development. The study also shows that fragmented development ofan organization, such as production units developing individually without support from middle management orhuman resources (HR) may impede Lean development efforts. Lean implementation and development requiresystem wide change in order to be sustainable, which primarily concerns the management system and managementapproach but also all support functions within an organization. The use of external consultants in selected parts ofan organization, thereby by-passing management levels and support functions may generate conflicting prioritiesand tension within an organization. The paper contributes to a deeper understanding regarding the learning processrelated to Lean implementations and to the aspects of people development and leadership required for sustainableLean development.

On the basis of previous literature, this study takes a snowball approach to identify people influential on the topics through their writings. The aim was to conceptualise leadership and management in regard to lean, thus increasing understanding of the roles of leadership and management in lean development. The findings showed that leadership and management are two different but complementary action systems, similar to the duality of Toyota's two foundational principles: respect for people and continuous improvement. Differentiating between leadership and management is important in order to meet organisational needs during a lean implementation; each has complementary functions. Practical implications include the need to further train managers in leadership and to work within organisational culture to influence on–the–job behaviour. This lack of leadership competence may be one reason companies tend to address lean as a toolbox rather than an enterprise–wide system that covers all its operations and entails cultural and behaviour standards.