Table 6.
Comparison on Lean tools and methods adoption
| Tools and Methods | US (1) | Italy (2) | t-test difference | ||
|---|---|---|---|---|---|
| N | Mean [SD] | N | Mean [SD] | (1)–(2) | |
| 5 s: redesign of physical workspace | 129 | 3.977 [1.320] | 35 | 4.143 [1.115] | −0.166 |
| A3 thinking | 129 | 3.341 [1.355] | 35 | 3.114 [1.255] | 0.227 |
| Analysis tools such as scatter plots, Pareto charts | 129 | 3.705 [1.208] | 35 | 3.800 [1.256] | −0.095 |
| Daily huddles | 129 | 4.628 [1.409] | 35 | 4.171 [1.014] | 0.456 |
| Just-in-time process or inventory management | 129 | 3.891 [1.427] | 35 | 2.743 [1.221] | 1.149*** |
| Kaizen improvement events | 129 | 3.318 [1.566] | 35 | 2.143 [1.264] | 1.175*** |
| Mistake-proofing | 129 | 3.318 [1.256] | 35 | 2.886 [1.367] | 0.432 |
| Redesign for continuous flow [pull system, etc.] | 130 | 3.469 [1.325] | 35 | 3.571 [1.290] | −0.102 |
| PDSA | 129 | 4.388 [1.239] | 35 | 4.171 [1.014] | 0.216 |
| Six Sigma DMAIC methodology | 130 | 3.115 [1.622] | 35 | 2.971 [1.382] | 0.144 |
| Standard work | 130 | 3.923 [1.198] | 35 | 4.086 [1.040] | −0.163 |
| Training in process improvement tools for employees | 129 | 3.310 [1.535] | 35 | 2.714 [1.467] | 0.596* |
| Value stream process mapping | 130 | 3.477 [1.342] | 35 | 3.629 [1.215] | −0.152 |
| Visual management such as huddle boards | 128 | 4.070 [1.421] | 35 | 3.743 [1.245] | 0.327 |
The value displayed for t-tests are the differences in the means across the groups
***, **, and * indicate significance at the .1, 1, and 5% critical level respectively