Exploring barriers in lean implementation

Jagdish Rajaram Jadhav · Shankar S. Mantha · Santosh B. Rane

319 citations0/0 files storedInternational Journal of Lean Six Sigma

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Quality and Supply Management Management and Optimization Techniques Digital Transformation in Industry

Abstract

Purpose – The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey. Design/methodology/approach – A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology. Findings – The findings derived from the evaluation of the publications analyzed have led to the identification of 24 lean barriers. The success of lean implementation will not be entirely based on application of appropriate tools and techniques alone but also on the top managements' involvement and leadership, workers' attitude, resources and the organizational culture. Research limitations/implications – This literature survey is primarily focused on lean implementation in the manufacturing sector. Practical implications – This paper explores barriers for successful lean implementation and provides a concise description of the barriers that will be helpful for further studies in the domain of lean manufacturing. Social implications – Government of many countries around the world is encouraging and helping small- and medium-scale industries to understand and implement lean systems by preparing accessible database of lean consultants, providing financial assistance for training by professionals and establishing professional associations. However, many industries experienced failure in lean implementation. This research work provides a launching pad to develop a strategy to tackle barriers for successful lean implementation. Originality/value – This paper puts forward the key barriers that should be tackled for successful lean implementation. It might represent new opportunities for rigorous and relevant research that would contribute to more translucent knowledge of lean being gained.

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References

1993Organizational culture and leadership 1998Toyota production system: beyond large-scale production 2000Creating and managing a high-performance knowledge-sharing network: the Toyota case 2004The Toyota way : 14 management principles from the world's greatest manufacturer 2002Lean manufacturing: context, practice bundles, and performance 2001Axiomatic Design: Advances And Applications 2006The genealogy of lean production 2012Management Challenges for the 21st Century

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