Lean Management is a thought process and philosophy, not a tool, used to look at a business whether it is manufacturing, service or any other business with a supplier and customer relationship 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 concepts outside of production environments. The goal of lean manufacturing is a system for organizing and managing product development, operations, supplier, and customer relationships that requires less human effort, less space, less capital, less material, and less time to make products with fewer defects according to the customer's precise wishes, compared to the previous mass production system (Marchwinski & Shook, 2004). The concepts of Ohno (1988) and Womack and Jones (2003) seek 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 the actions that take place in the production function of a company, rather it refers to activities ranging from product development, sourcing and manufacturing to distribution. Together, these areas create the lean enterprise. The ultimate goal of implementing lean manufacturing in an organization is to focus on the customer when improving productivity, improving quality, shortening lead times, reducing costs, etc. These are factors that represent the performance of a lean manufacturing system. The determinants of a lean manufacturing system are the actions taken, principles implemented, and changes made to the organization to achieve desired performance (Karlsson & Ahlstrom, 1996) There are multiple ways to combine individual practices to represent the multidimensional nature of manufacturing slim. In combining these practices, the researcher must compete with the technique used to combine and the actual content of the combinations. The dominant method in the operations management literature has been to use exploratory or confirmatory factor analysis to combine individual practices into a multiplicative function to form orthogonal, unidimensional factors (Flynn et al., 1995; Cua et al., 2001; Shah & Goldstein, 2006 ). A review of research from organization 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) in developing “bundles” of related human resource management practices..