ABSTRACT
As Lean manufacturing (LM) gradually becomes the gold standard of operational practice, practitioners and researchers increasingly attempt to describe how and why LM works and what factors might limit improvements in operational performance. Increasing globalization and continually expanding manufacturing footprints have allowed management teams to observe LM operational results from multiple country and region perspectives. This multinational view has provided greater insight regarding the enablers and barriers that drive LM and particularly employees in the various LM environments.
