Transitioning To an Effective Lean Culture: Case Study Based On an Apparel Company in Sri Lanka

Lean manufacturing represents a transformative methodology across multiple industries, enhancing efficiency and minimizing waste. In the Sri Lankan apparel sector, Lean practices are critical for sustaining competitiveness while maintaining product quality. Despite widespread adoption, many organizations encounter challenges in sustaining Lean improvements, often due to an overemphasis on technical tools. This study seeks to identify the factors, processes, and actions that support the development and maintenance of a robust Lean culture. A qualitative, single-case study design within an interpretivist framework was used to investigate Lean culture transformation at ABC Group of Companies in Sri Lanka’s apparel industry. Data collection involved semi-structured interviews with eight stakeholders directly engaged in Lean implementation. Thematic analysis, facilitated by NVivo software, identified five core themes and six critical factors necessary for sustaining Lean culture. Results underscore the importance of the social environment, particularly respect and teamwork, in embedding Lean values. The study is consistent with the Toyota Way model, emphasizing the integration of social and physical environments. This research advances Lean literature by demonstrating that enduring success requires a cultural transformation that integrates human values with operational excellence.