Managing barriers to lean production implementation: context matters

Abstract

As the barriers to lean production implementation (LPI) are influenced by the context, the search for generalisable barriers, relationships, priorities and control measures is to some extent elusive. This study introduces a framework for managing barriers to LPI in specific companies, which is comprised of five stages: (i) description of the context; (ii) identification of the barriers; (iii) analysis of the influence of the context on the barriers; (iv) analysis of the relationships among the barriers using interpretive structural modelling – this sets a basis for prioritising the barriers; and (v) a feedback meeting to discuss the results of data collection, which also informs on the development of an action plan to control the barriers. The use of the framework is illustrated by a case study of a manufacturing plant. Data collection involved interviews, observations and document analysis. A follow-up visit to the company was conducted 18 months after the initial data collection, in order to identify changes in the context. The framework is a contribution in terms of prescriptive theory related to LPI, and is also a means for the generation of data for developing descriptive theory related to the barriers to LPI.

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