Barriers Affecting Successful Lean Implementation in Singapore's Shipbuilding Industry: A Case Study

Lai, Edwin Tan Hock; Yun, Florence Ng Jia; Arokiam, Ivan C.; Joo, John Heng Aik

doi:10.31387/oscm0410260

Cited by 10 publications

(8 citation statements)

References 40 publications

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“…Top management commitment is extremely important as these managers take the decisions, prioritize the objectives and the resources spent (Bakke and Johansen, 2019). Lai names three main Lean implementation barriers, namely, knowledge, management and organizational culture (Lai et al , 2020). Hines points out that the most difficult hurdle to overcome in the course of Lean implementation is to connect the application of Lean tools and process improvements with the cultural change (Hines et al , 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Several studies focus on Lean implementation barriers and success factors in specific industries and sectors – automotive (Alpenberg and Scarbrough, 2016; Kumar Tiwari and Kumar Tiwari, 2018; Elboq et al , 2020), shipbuilding (Lai et al , 2020), IT (Nikiforova and Bicevska, 2018), construction (Gupta et al , 2020), steel (Maszke et al , 2018) and power industries (Bakke and Johansen, 2019) health care, education, finance (Singh and Rathi, 2018), public sector (Di Pietro et al , 2013), however, there are very few covering the specifics of Lean implementation in textile and apparel industry in spite of the fact that this industry is critically important for the economy of many countries, such as Pakistan, Bangladesh, Sri Lanka, Cambodia (Gereffi and Memedovic, 2003; Menke, 2017). Therefore, the authors consider this topic relevant to research and having practical implications for the textile and apparel industry.…”

Section: Introductionmentioning

confidence: 99%

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Barriers for Lean implementation in the textile industry

Robertsone¹,

Mežinska

Lapiņa

2021

IJLSS

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Purpose The fundamentals of Lean are applicable and can be used in any industry, even non-profit and government organizations, however, there might be certain limitations due to the nature and the specifics of the industry. This study aims to explore what barriers of Lean implementation textile manufacturers might encounter. The authors consider the problem is worth to be explored for the potential to improve the effectiveness of Lean implementation in textile sector companies. Design/methodology/approach This research was conducted by using qualitative content analysis with open coding of the selected literature followed by empirical research in a Latvian textile manufacturing company. Findings The presented literature review shows Lean implementation barriers and critical success factors in various industries. The findings from the case study can be divided into two groups. The first confirmed the barriers already identified in the previous research. The second identified industry specific implementation barriers that were not recognized in the related literature. Research limitations/implications The original research was limited in scope to one Latvian textile manufacturer, therefore future studies on the subject to confirm the outcome of the research are required. Originality/value There is a limited number of studies on the application of Lean in the textile and apparel industry. The literature on Lean implementation in the Latvian manufacturing sector is also limited. The results of this research may have a practical application for textile manufactures considering implementing Lean in their processes.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Barriers for Lean implementation in the textile industry

Robertsone¹,

Mežinska

Lapiņa

2021

IJLSS

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“…The case study of introducing lean practice in the Croatian shipbuilding industry, by value stream mapping is presented in [38]. What the barriers of implantation of lean in shipbuilding industry are, specifically on the example on the shipbuilding industry in Singapore is well described in research paper [39]. Authors tried to explain the barriers to lean manufacturing as well as provide guidance for adopting lean practice in the shipbuilding industry.…”

Section: Lean Application In Different Industriesmentioning

confidence: 99%

Influence of Bottleneck on Productivity of Production Processes Controlled by Different Pull Control Mechanisms

Tošanović

Štefanić

2022

Applied Sciences

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The goal of any lean implementation in production process is achieving better production performances and one of them is productivity. Among many lean principles, pull principle is the most complex to achieve. There are different production control mechanisms for achieving pull and making decision which one to apply can be demanding because sometimes it is not obvious which is the best for specific situation. Many different production parameters influence production process and for one production setting, one control mechanism is the best choice, but for another production setting it might not be. One goal of this study was to research the influence of bottleneck in the production process in regard to achieving better productivity by applying pull principle. Some of the literature considered deals with the topic of bottleneck and pull but focuses only on bottleneck or in addition on one another production parameter and most of the literature studies up to three different pull control mechanisms. One of the objectives of this study was also to fill the research gap in a way to investigate more mechanisms, particularly, according to the literature, those most widely used in various production conditions with emphasis on bottleneck. The advantage of this research is that in addition to the bottleneck, other parameters, namely the number of control cards, variations and processing time are considered. For that reason, simulation experimentation was conducted and as a result regression functions modelling the relationship between productivity and mentioned parameters for four different pull control mechanisms are gained. The analysis showed that the existence of a bottleneck affects the effectiveness of pull mechanisms in terms of productivity.

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“…According to Vance [13], approximately 60% of lean manufacturing implementations fail after three years, and more than 92% fail within ten years. To sustain lean implementation is not an easy process, and only a few firms that adopt it will eventually succeed [14]. In addition, Flynn and Scott [15] highlighted the importance of future researchers to understand the predictors for sustainability.…”

Section: Introductionmentioning

confidence: 99%

Sustenance Strategies for Lean Manufacturing Implementation in Malaysian Manufacturing Industries

Mohd Aripin,

Nawanir,

Hussain

et al. 2024

Int. J. Automot. Mech. Eng.

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This study aims to investigate the relationship between sustaining factors and lean manufacturing implementation. This survey-based study was a cross-sectional study and the samples were drawn by using cluster sampling procedure from medium and large manufacturing companies based on the Federation of Manufacturers Malaysia (FMM) with the final number of 151 respondents. In total, four hypotheses were developed and tested statically using PLS-SEM through SmartPLS software. The result provided evidence that lean culture, lean leadership, and lean knowledge management have a positive relationship on lean manufacturing implementation. However, lean supplier management does not have a positive relationship on lean manufacturing implementation. The survey was responded by middle and top-level management from the discrete manufacturing industries. Although there is growing interest in empirical shreds of evidence in favor of sustaining lean, this study provides a comprehensive view of sustaining factors for lean manufacturing implementation. Hence, this study contributes to expanding the boundary of the existing literature and contributes to the body of knowledge while providing insights to practitioners in tailoring strategies to sustain lean manufacturing implementation and leverage their performance.

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Barriers Affecting Successful Lean Implementation in Singapore's Shipbuilding Industry: A Case Study

Cited by 10 publications

References 40 publications

Barriers for Lean implementation in the textile industry

Barriers for Lean implementation in the textile industry

Influence of Bottleneck on Productivity of Production Processes Controlled by Different Pull Control Mechanisms

Sustenance Strategies for Lean Manufacturing Implementation in Malaysian Manufacturing Industries

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