Lean management is a thought process and philosophy, not a tool, used to examine a business whether manufacturing, service or any other activity with a supplier and a customer relations with the aim of eliminating non-value added tasks (Womack, Jones, Ross, 1990). The principles of Lean manufacturing include teamwork, communication, efficient use of resources and continuous improvement (Kaizen). It can be said that they pioneered the idea of ​​applying the concepts outside of manufacturing environments. The goal of Lean manufacturing is a system of organizing and managing product development, operations, suppliers and customer relations that requires less human effort, less space, less capital, less material and less time to produce products with fewer defects according to the precise desires of customers. compared to the previous system of mass production (Marchwinski & Shook, 2004). The concepts of Ohno (1988) and Womack and Jones (2003) look for ways to reduce lead times by eliminating waste. It can be said that the terms “Lean” and “Toyota Production System” are synonymous. Lean management is not limited to actions that take place in the manufacturing function of a company, rather it concerns activities ranging from product development, sourcing and manufacturing to distribution. Together, these areas create the Lean enterprise. The ultimate goal of implementing Lean production in an organization is to put the customer in the center of attention when improving productivity, improving quality, reducing delivery times , cost reduction, etc. These are factors that represent the performance of a Lean production system. The determinants of a Lean production system are the actions taken, the principles implemented and the changes made to the organization to achieve the desired performance (Karlsson & Ahlstrom, 1996). There are multiple ways to combine individual practices to represent multidimensional nature. lean manufacturing. In combining these practices, the researcher must compete with the technique used to combine and the content of the combinations themselves. The dominant method in the operations management literature is to use exploratory or confirmatory factor analysis to combine individual practices in a multiplicative function to form orthogonal, unidimensional factors (Flynn et al., 1995; Cua et al., 2001; Shah and Goldstein, 2006). ). A review of research in organizational theory and labor and human resource management shows less reliance on factor analysis and offers multiple ways to combine individual practices and create an index. One such method is the additive index used by Osterman (1994) and MacDuffie (1995) to develop "bundles" of interrelated human resource management practices..