Regional Context and the Implementation of Lean Production: The Case of the Aerospace Industry

Abstract

Lean production has been widely implemented with the aim of improving performance. However, despite its popularity, there is still a gap in the literature when considering the impact of regional dimension. Although there have been a small number of studies in this area, they have lacked in-depth analysis. Therefore, this study aims to investigate in detail the regional dimensions that impact upon lean implementation. Lean production implementation will be viewed through two lenses: (i) as a set of practices and (ii) production systems design. Four regional dimensions were examined: cultural, geographical, financial and legal. Cases within the aerospace industry, across Europe (the region), provided the backdrop to this study. Data was collected via semi-structured interviews with managers and examined and analysed using a thematic analysis methodology to investigate the phenomena in detail. The findings revealed that regional dimensions do have an impact, with cultural and geographical dimensions being more significant than the others. The cultural dimension within the company and country showed a variety of aspects that have an impact on lean production implementation. Moreover, from a regional perspective, the data showed that the location of suppliers plays a significant role in the implementation of lean practices. The financial and legal dimensions uncovered budget decisions and regulations that restricted the implementation of lean processes. The study and findings also provide new insights into the literature, through a more comprehensive review on contingencies impacting successful lean production implementation. In addition, the findings will better prepare practitioners to manage the level of cost-efficiency and negative effects of lean production adoption/implementation.