A multi-case study on a comprehensive model for sustainable lean implementation: integrating phases, practices, and critical success factors

Abstract

 This study proposes a comprehensive model for sustainable lean implementation by integrating three key dimensions: implementation phases, Lean Practices—Lean Technical Practices (LTP) and Lean Social Practices (LSP)—and critical success factors. A multiple-case study was conducted with 13 Brazilian organizations from different sectors that have applied lean for over five years. Data were collected through structured interviews, transcribed, and coded to identify behavioral patterns. Three approaches to lean sustainability were identified: (i) isolated continuous improvement actions focused on specific problems; (ii) structured continuous improvement programs incorporating practices such as 5S, Kaizen, and Six Sigma; and (iii) excellence programs in which lean is embedded into organizational management. Findings indicate that LSP, particularly leadership, training, and empowerment, play a more critical role in sustaining lean than LTP. Organizational, strategic, financial, process, and people-related factors also influence implementation. The study highlights the importance of a dedicated continuous improvement sector in sustaining lean initiatives. Unlike previous studies that examine phases, practices, and influencing factors separately, this research integrates these dimensions into a comprehensive model and introduces a maturity classification framework to support organizations in assessing their lean progression and identifying improvement opportunities. Furthermore, the model adopts a cyclical and adaptive perspective rather than a strictly sequential implementation approach. Although limited by its sample of 13 predominantly Brazilian organizations, the model provides practical guidance for developing sustainable lean strategies and strengthening a participative, people-centered culture of continuous improvement.