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Abstract
This article examines the cultural and organizational barriers to Lean manufacturing in Uzbekistan. Drawing on the theoretical and empirical ideas presented in Krige’s study of Lean implementation in Russian industrial enterprises, the article argues that post-Soviet industrial systems face specific obstacles when adopting Lean methods. These include hierarchical management culture, weak employee involvement, insufficient managerial interest, dominance of accounting-based control over management accounting, low standardization of processes, poor coordination between departments, and limited integration of customer-oriented planning.
References
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