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Doing Lean vs being Lean: a critical look at cultural barriers to implementation
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Resumo(s)
Implementing Lean in unstable, high-variability environments reveals a gap between technical
efficiency and organizational capability. This research explores the distinction between
adopting Lean tools and embodying Lean thinking, using the Bracchi BSK case as a lens. A
Lean plan to double packaging capacity for a client shows how tools like standardization, takt
time, and automation may undermine improvement if not supported by cultural alignment.
Sustainable change demands more than redesign: it requires trust, participation, and continuous
learning. Without addressing human factors such as motivation, recognition, and inclusion,
Lean tools alone may prove insufficient to achieve long-term transformation.
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Palavras-chave
Lean production Continuous improvement Change management Employee engagement Operational efficiency Organizational resistance