Culture items

Learning Organisation
i. Strive towards learning organisation through hansei and kaizen (Yusof & Aoki, 2016).
ii. Continual organisation learning through hansei and kaizen (Liker, 2004).
iii. Encourage sharing and learning throughout lean program (Hines, Found, Griffiths, &
Harrison, 2008)
iv. Create an organizational culture which is conducive to continuous improvement and
change the values and attitudes of its people (Dale, Boaden, Wilcox, & McQuater,
1997)
v. Organisational Learning - learn the best practices within various departments.
Organisation encourages knowledge sharing (Kumar & Balakrishnan, 2011)
vi. Learning from mistakes, reflective practice and an action learning or research
approach to new projects (Ali, Islam, & Howe, 2010)
vii. Lean culture is contingent on learning and knowledge sharing (Jrgensen, Matthiesen,
Nielsen, & Johansen, 2007)
viii. Autoliy also tried to transmit its lean manufacturing culture to their suppliers by
providing facility tours, and by sharing key APS concepts with local companies and
suppliers (Hogan, 2009).
ix. Culture of information exchange is crucial for sustaining lean (Schlichting, 2009)
x. A learning organisation tends to encourage people to undertake innovation, learning
novel skills and efficient performance (Al-Najem, Dhakal, & Bennett, 2012).
xi. Failure is a possibility to improve (Dombrowski & Mielke, 2014)
xii. Lean can be regarded as a people-driven improvement system that can improve any
work process with the ultimate goal of building a learning culture that solves
customer problems forever (Koenigsaecker, 2012)
xiii. Lean culture is the culture of eliminating waste and continuously improve (Murti,
2009).
xiv. The lean culture is defined as a problem solving culture and is based on the concepts
of continuous improvement and learning (Czabke, Hansen, & Doolen, 2008).
xv. Lean behaviour reflective (learn from mistake)/ hansei (Emiliani, 1998; Hines et al.,
2008)

Team Working Culture

i. Team decision making culture (Yusof & Aoki, 2016).
ii. Take opportunity to get people to discuss continuous improvement (team culture)
(Hines et al., 2008).
iii. Work Culture and Climate, Teamwork and Cooperation (Doulatabadi & Yusof, 2014)
iv. Maintain system culture and team relationships. Data and information need to be
shared within organisation and people need to work as a team (Kumar &
Balakrishnan, 2011).
v. The strength in Toyotas culture relies on encouragement of managers for leading
their colleagues by example, solving problems in collective way (Al-Najem et al.,
2012)
 vi. Teamwork through total involvement and committed personnel (Eisenhardt and
Martin, 2010);
Trust
i. Lean behaviour trust (Emiliani, 1998; Hines et al., 2008)
ii. Lean culture characteristics are the decentralization of responsibility to the production
workers and the decrease of hierarchic levels in the company (Sanchez & Perez,
2001).
iii. Success in creating a Lean culture depends on employees getting actively involved
and being allowed to practice the application of Lean in frequent trainings and their
every-day tasks (Fricke, 2010).
iv. Lean culture consists of empowered workforce, people assume responsibility for
quality (Roth, 2011)
v. In a Lean culture, quality is based on the pillars of respect for and development of
people who are responsible for the continuous improvement (Zarbo, 2012)

Challenging Lifestyle
i. Attitude in challenging current method (Yusof & Aoki, 2016).
ii. Spirit of can do and challenge as lifestyle (Yusof & Aoki, 2016).
iii. Risk taking (Ali et al., 2010)
iv. Focus on the continuous improvement system by challenging people to look outside
the box to identify innovative approach to improve current system (Al-Najem et al.,
2012).

Quality Culture
i. Strong company culture that does not tolerate poor quality work and focuses on
continuous improvement and waste reduction methods and tools (Yusof & Aoki,
2016).
ii. Build a culture of stopping to fix problems, to get quality right the first time (Liker,
2004).
iii. Communicate quality culture to employees (Curry & Kadasah, 2002)
iv. Striving for perfection (Dombrowski & Mielke, 2014)

Experimental/Innovative culture
i. Try new ideas to eliminate waste (Yusof & Aoki, 2016).
ii. Operational autonomy to employees for trying new things would encourage their
creativity and foster innovative culture (Ali et al., 2010)
iii. Accept peoples mistakes particularly in experiments as such belief leads to
continuous improvement (Al-Najem et al., 2012).
iv. Promotion of creativity and innovative culture (Vinodh & Joy, 2012)
Discipline
i. Discipline - Leaders themselves consistently following and following up on
subordinates adherence to the processes (Mann, 2005)
ii. Lean behaviour consistency (Emiliani, 1998; Hines et al., 2008)
iii. Lean culture is a complex process of cultural change which demands absolute
commitment from leadership and a long term consistent vision (Rentes, Araujo, &
Rentes, 2009)
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