Development of a lean leadership maturity model

Abstract

The lean philosophy is often utilised to improve business performance. However, the success rate of lean implementation remains low as organisations fail to recognise the crucial role that leadership plays in this continuous improvement initiative. Furthermore, following an SLR of the selected databases, no artefact or model was found that is dedicated to assessing the lean leadership maturity of an organisation. This study, therefore, designed a lean leadership maturity model (LLMM) that can be used to guide the leadership within an organisation through the different phases of maturing as lean leaders. The purpose of the LLMM is for organisations to assess their current lean leadership maturity in order to determine the status quo and the starting point of development. A top-down model design approach was followed within the DSR paradigm. In Phase 1, the problem was explicated where after the design requirements for an LLMM were formulated in the first part of Phase 2. This was followed by a systematic literature review (SLR) to search for any existing models within the domain of lean leadership or similar domain, forming the second part of Phase 2. No existing models were identified, and subsequently, in the first part of Phase 3, a lean leadership reference model (LLRM) was developed through a systematic literature review and applied thematic analysis (ATA). This, along with the design requirements, served as the input to the second part of Phase 3, where the lean leadership maturity model was finally designed. In the 4th and final phase, it was empirically verified that all the design requirements were met and that the research problem, -method and -output was valid. A questionnaire was prepared and an explanation of the model was presented in the form of a video that was sent to a panel of experts via email. Using the Delphi technique, consensus was achieved on all questions, verifying and validating the LLMM. The LLMM consists of 4 dimensions and 11 subdimensions, each containing respective capability areas. These capability areas are measured along five cumulative maturity levels. Furthermore, each of the capability areas comprises of a set of capability statements which serve as a criteria or descriptor of a capability area as it applies to a specific maturity level, the highest of which is referred to as an ideal statement. This study provides a new solution to a known problem and could contribute towards more successful lean implementation by addressing the need for an artefact that can assess the lean leadership maturity of organisations throughout the lean journey.