Lean thinking and organisational learning: How can they facilitate each other?

Abstract

Academic study of both lean thinking and organisational learning has evolved and is now mature enough to warrant an in-depth review of the practices and issues of each approach. This study explores how lean thinking and organisational learning can facilitate each other's implementation and provides a conceptual model for future research and practice. The model shows the connections between organisational learning and lean thinking which is based on three propositions: (1) single-loop learning which focuses on error detection and correction in the current management system is closer to the tool-based lean approach while double-loop learning which emphasises changing the underlying governing values in the current system is closer to the sustainability-based lean approach; (2) both single-loop and double-loop learning can be operationalised and facilitated through employing a lean culture and a range of lean tools and (3) building organisational memory and institutionalising learning are the two solutions to enhance the sustainability of lean thinking.