This research aims to examine the role of established Corporate Lean Programmes (CLPs) in responding to extreme disruptions. While CLPs are often considered dynamic capabilities, their effectiveness during crises remains unclear. Given substantial investment in CLPs and increasing global uncertainty, evaluating their crisis management potential is crucial.
We build on a longitudinal non-participant field study conducted in five English hospitals, which implemented the Virginia Mason Production System, which is a CLP. This research was expanded in March 2020 to examine its application during the COVID-19 pandemic. We investigated how CLPs were utilised and adapted to manage the crisis. Data collection (May–December 2020) included 20 h of non-participant observation at leadership meetings, 39 semi-structured interviews, and extensive document review.
To respond to the crisis, activities related to strategy and long-term planning were paused, and the CLP was adapted in three main ways: increased daily management practices for coordination, communication and teamwork; flexible deployment of specialist knowledge resources and simplified CLP routines for widespread, structured problem-solving. We develop a process model of adapting a CLP to respond to a crisis. The increased use and visibility of these practices enhanced the CLP’s perceived legitimacy, overcoming initial resistance to adoption.
This study offered a unique opportunity to deepen our understanding of how a CLP responded to extreme disruption. It also provides evidence that, despite arguments that lean approaches are only effective in stable environments, they can be adapted to work effectively in dynamic ones. This offers significant insights into the CLP’s sustained utility during extreme disruption.
