The influence of learning styles on the perception of Lean implementation effectiveness by employees

Despite the well-known effects and benefits that Lean Management (LM) methodologies potentially bring to manufacturing companies, many firms still struggle with enabling the full potential of LM practices, thus reaching the desired effects. Motivation represents a crucial factor in setting in motion the cycle of continuous improvement and achieving considerable results over the long term. Ensuring and maintaining the right motivation can be quite challenging. This is particularly true when dealing with LM (Lean Management) programs, which typically demand several years to effectively transform people's mindset. Furthermore, the disparity in mindset between companies that have recently embraced lean thinking and those from which the so-called Toyota Way originated its founding principles adds to the complexity of this task. Based on a real case study conducted in an Italian manufacturing company, the aim of this paper is to understand how the implementation of a Lean program within a factory is actually perceived by blue and white-collar workers. Given the broad spectrum of personal preferences and inclinations that differentiate each individual, the analysis was built by establishing a correlation between learning styles of the participants and predisposition towards Lean methodologies, which has resulted in a wide variety of both positive and negative outcomes. Such results highlight the need for a different design of the training program to tailor it more effectively to the needs of each worker, thereby triggering a positive reaction that over time can maintain high motivation among the operators in the full embrace of Lean methodologies.