This study aims to examine how leader standard work (LSW) contributes to social sustainability (SS) in lean manufacturing environments. It also investigates whether the andon system (AS) transmits part of this relationship and whether job position conditions the relationship between LSW and SS.
The study uses survey data collected from 834 employees working in manufacturing organisations. The proposed model was tested using partial least squares structural equation modelling (PLS-SEM). The analysis assessed the direct effect of LSW on SS, the mediating effect of AS and the moderating effect of job position using multigroup analysis.
LSW has a positive and significant effect on SS, identifying recurring leadership routines as a relevant antecedent of socially sustainable workplace conditions. AS partially mediates this relationship, supporting its role as one socio-technical pathway through which LSW can foster problem visibility, employee voice and organisational responsiveness. However, job position does not significantly moderate the relationship between LSW and SS.
The study is based on cross-sectional perceptual data from manufacturing organisations. The LSW measure captures a specific employee-facing subset of its broader conceptual domain. Future research could use longitudinal designs, objective indicators and examine additional mechanisms and boundary conditions linking LSW with SS.
Managers should design LSW as a broad leadership infrastructure that makes employee support, problem response, learning and follow-up recurring and predictable. Andon should be implemented as one component of this system, ensuring that problem escalation generates timely, constructive and non-punitive responses.
The findings suggest that recurring lean leadership practices, supported by responsive socio-technical mechanisms, can contribute to safer, more participative, respectful and responsive workplaces.
The principal contribution is to position and empirically examine LSW as an antecedent of employee-facing social sustainability, extending its role beyond operational discipline and process stability. The study further identifies AS as one partial socio-technical pathway through which this relationship operates. The absence of significant moderation by job position suggests that the LSW–SS relationship may extend beyond the operational frontline.
