In this paper we examine whether three concepts unique to the TPS Archetype (Alpenberg and Scarbrough 2009) are observed in an advanced and experienced Lean Production organization (Scania AB). The concepts are: waste reduction, improvement, and people and teamwork. All three concepts appear to bind reflection and action very firmly, and are seen in many sources of the TPS Archetype. Our analysis of empirical data from Scania AB confirms that two of those items exhibit the “binding” indicated in the TPS Archetype, while one does not. The item that was not supported is the item that is the most strongly developed in the TPS Archetype: Waste reduction.

In general the two items that were supported (improvement, and people and teamwork) appear to be middle-level structures that firmly fuse Norms with Rites/Rituals (c.f. Schein 1984).