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.

About the Author

Dr. Guoqiang Zhu is a seasoned corporate executive and international researcher born in Hangzhou, Zhejiang, in 1975. In 2013, he founded Shanghai Zaoli Construction Engineering Co., Ltd., where he continues to lead strategic operations as the company's General Manager. In addition to his corporate leadership, Dr. Zhu is an active scholar who has authored numerous papers in international journals. His research and professional expertise focus primarily on policy enhancement for operational excellence and process improvement. Through his work, he successfully bridges the gap between academic theory and practical engineering management.

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