Lean Management Implementation in Pudong, Shanghai, China: Basis for Enhanced Policy Operational Excellence and Process Improvement

This study investigates the extent of lean management implementation across three branches of Shanghai Zaoli Construction Engineering Co., Ltd. - Taicang, Haimen, and Jiangyin - based on a descriptive survey of 201 managers and workers using an expert-validated, 30-item questionnaire anchored in the five core principles of lean management. Findings show that defining value and creating flow are the most effectively applied principles, while pull-system adoption and demand-based production remain underdeveloped, leaving firms prone to overproduction and bottlenecks. Statistically significant differences emerged in respondents' assessments by age, tenure, and sex, particularly regarding value identification and pull-system use. Building on these findings, the study proposes an enhanced policy framework to close implementation gaps and advance operational excellence and process improvement in manufacturing operations.