Analyzing barriers of Green Lean practices in manufacturing industries by DEMATEL approach

Abstract

<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>Green Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase the environmental and operational performance of manufacturing industries. However, there are some barriers to implement Green Lean in manufacturing industries. This paper aims to identify these barriers by reviewing the literature and analyze inter-relationships amongst selected barriers.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>This paper deals with the identification of barriers to the adoption of Green Lean practices in manufacturing industries. Using the DEMATEL approach and using the insights of experts, a cause and effect relationship diagram was generated through which the effect of barriers was analyzed.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>Twelve barriers were categorized in terms of cause and effect, and the interrelationships of barriers were also analyzed. Threshold value is calculated as 0.134 and the values lower than a were eliminated to obtain the digraph. “Resistance to change,” “lack of top management commitment” and “lack of training to employees” are the most prominent barriers on the basis of their prominent score.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Research limitations/implications</jats:title><jats:p>Analysis in the research is highly dependent on expert judgments and opinions may be biased. However, the initial matrix obtained from the experts is hindered by the ambiguity about some relationships. But this can be improved by using fuzzy and grey set theories. The barriers used for the analysis are not from a specific type of manufacturing industry.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Practical implications</jats:title><jats:p>The findings will help the manufacturing organizations to simplify the most important barriers, the least significant barriers and the relationships between these barriers. This Berlin knowledge will enable administrators to increase awareness of the barriers in Green Lean implementation. “The top management commitment” and “government support” are most important for the removal of barriers to Green Lean strategies.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>Very few scholars have used the DEMATEL approach to examine the sequence of the barriers to Green Lean implementation. The present study attempts to incorporate the DEMATEL model to assess the sequence of barriers to the implementation of Green Lean. This study investigates the degree of influence of barriers on each other and categorizes the barriers into cause and effect groups. This study is also intended to pave the way for future research in the path of the elimination of barriers to Green Lean strategies.</jats:p></jats:sec>

A Hybrid Hesitant 2-Tuple IVSF Decision Making Approach to Analyze PERT-Based Critical Paths of New Service Development Process for Renewable Energy Investment Projects

“…Additionally, the equation (19) gives information about the elements of interval-valued spherical fuzzy sets (IVSFSs). Finally, the defuzzified values of IVSFSs are calculated with the help of a score function as in the equation 20[27].…”

“…Additionally, impact relation map between these items can also be generated with the help of this approach. Hence, the cause-and-effect analysis of the factors can be identified [19]. In the first stage, the direct relation matrix (A) is created by using the evaluations of the experts.…”

“…In most of the studies that consider PERT analysis, these factors are defined by the authors in a subjective manner. However, in this study, these paths are identified by considering the impact relation map of DEMATEL analysis [19,20]. It is obvious that more effective paths can be defined in this way [21].…”

“…In this analysis, the paths are defined subjectively by the authors or some theoretical information is taken into consideration for this purpose. With the help of DEMATEL methodology, impact relation map between the factors can be identified [19]. By considering this causality analysis, 26 different pats in NSD process for renewable energy investment projects are defined.…”

An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

“…Many researchers have studied the reasons why firms refuse to implement lean individually. Singh et al [4] emphasize that the top management commitment and government support are most important for the removal of barriers. Abolhassani et al [5] highlighted that non-practitioners agree that the full implementation of lean requires proper technical knowledge and management commitment.…”