Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

Pereira, Lais do Nascimento Ghizoni; Tortorella, Guilherme Luz

doi:10.14488/bjopm.2018.v15.n2.a6

Cited by 7 publications

(4 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Furthermore, Zhou (2016) present that increased productivity and efficiency is the primary benefit of lean to the United States construction SME. Despite this, many Critical Success Factors (CSF) and barriers are found to implement LM in SME of different sectors, the four CSF most found in the literature are the leadership adhesion, the company culture, the competence and ability to improve LP and the training and education process (Pereira and Tortorella, 2018). The most common barriers to LM improvement in SMEs are the lack of understanding of lean benefits, the employees' resistance to change, the difficult to adapt LM concepts and practices to the company's culture and the failure of previous improvement projects (Pereira and Tortorella, 2018).…”

Section: Resultsmentioning

confidence: 99%

Maturity Models to evaluate Lean Construction in Brazilian projects

Rodegheri

Serra²

2020

BJO&PM

View full text Add to dashboard Cite

Goal: This research aim is to answer the question: which Maturity Model (MM) is suitable to evaluate LC implantation in Brazilian Small-Medium Sized Enterprises (SME) of construction. Design / Methodology / Approach: A literature review was carried out to identify MM related to LC. Then, a case study was conducted applying selected MM in one SME located in São Paulo country town state. The data collection was carried out from April to August of 2018 with professionals of the construction company. A content analysis was used to lead the suited MM through the case study outcomes. Results: The case study results were analyzed and guide to the suitable MM for this scenario. Improvements to the MM and complementary tools for companies starting on LC implementation are discussed. It was verified that the elected MM has many advantages and can be used in different Brazilian SME of construction. Limitations of the investigation: The MM assessment cover just one project and the content analysis classification criteria embrace this project issues and the experience provide by this application. Practical implications: This paper point out the suitable MM to be used by construction practitioners in Brazilian construction projects that are starting lean implementation an SME seeking to meet the gap of elect one model to fill this goal and spread lean philosophy in this scenario. Originality / Value: This paper contributes to the LC body of knowledge discussing the individuality of Brazilian SME construction projects and the challenge of choosing the MM that fit these companies, leading to method selection criteria that support this issue.

show abstract

Section: Resultsmentioning

confidence: 99%

Maturity Models to evaluate Lean Construction in Brazilian projects

Rodegheri

Serra²

2020

BJO&PM

View full text Add to dashboard Cite

show abstract

“…( (Abid et al 2020, Abu et al 2019, Alhuraish et al 2017, Ali et al 2020, Al Manei et al 2017, Baskaran and Lakshmanan 2019, Caldera et al 2019, Costa et al 2020, Davis and Fifolt 2018, Dubey et al 2016, Gandhi et al 2018, Hudnurkar et al 2019, Kaswan and Rathi 2019, Knol et al 2018, Kuvvetli et al 2016, Lande et al 2016, Lodgaard et al 2016, Madhani 2020, Marzagao and Carvalho 2016, Mohammad and Oduoza 2019, Mundra and Mishra 2020, Netland 2016, Parmar and Desai 2020, Pereira et al 2017, Pereira and Tortorella 2018, Secchi and Camuffo 2019, Sieckmann et al 2018, Singh et al 2021, Stankalla et al 2018, Zala et al 2020, Zhuo 2016…”

Section: Literature Reviewmentioning

confidence: 99%

Critical Success Factors of Lean Six Sigma Implementations in Philippine Food Manufacturing Companies

Paulmino,

Marquez

2023

Proceedings of the International Conference on Industrial Engineering and Operations Management

View full text Add to dashboard Cite

Lean Six Sigma (LSS) is a data-driven philosophy that drives performance improvement by eliminating waste and reducing variability. Food Manufacturing (FM) companies introduce programs like LSS to improve competitiveness. However, LSS implementations are complicated and complex. Companies must carefully manage the implementation of LSS to achieve the desired outcomes. In line with this, proper management of Critical Success Factors (CSFs) can enhance the initiative's chances of success. This research aims to identify, rank, and understand the CSFs, and recommend strategies to manage them within Philippine FM companies. A combined approach of structured literature review, structured survey, and structured interview were used to gather the necessary data. The thematic analysis and Relative Importance Index method revealed that there are 15 CSFs. These CSFs were synthesized into 4 clusters: Synergy, Expertise in LSS, Effective Management, and Dedicated Leadership. Thus, to be successful, all stakeholders within the company must have the essential hard and soft skills to execute the DMAIC framework and manage the initiative as a whole. More importantly, they must have the proper working environment, be aligned to the intended goal, and fully cooperate and contribute to the activities that must be accomplished to achieve the target future state.

show abstract

“…Regarding contextual factors, company size is a contingent variable that may influence risks in lean implementation Pereira and Tortorella, 2018). For example, small manufacturing enterprises (SMEs) have been the target of many studies about barriers to LPI, as the past decade (Achanga et al, 2006;Belhadi et al, 2017;Dora et al, 2016;Pereira and Tortorella, 2018;Pingyu and Yu, 2010;Tiwari and Tiwari, 2018;Yadav et al, 2019). Much of this interest may be due to the expansion of LP to SMEs, especially in the manufacturing sector.…”

Section: Contextmentioning

confidence: 99%

Exploring risks in lean production implementation: systematic literature review and classification framework

Silva

Santos

Gohr

2021

IJLSS

View full text Add to dashboard Cite

Purpose Studies addressing barriers to implement lean production (LP) from the perspective of risk management (RM) have not been so usual in the literature. Re-interpreting barriers to lean as potential risks that should be avoided or mitigated, this paper aims to identify and categorise risks in the implementation of LP to propose a framework, which provides an overview of risks that negatively influence this process. Design/methodology/approach Through a systematic literature review exploring papers in the Web of Knowledge database, 69 papers were selected. A descriptive analysis was first carried out to identify the evolution in the number of papers, usual terminologies, research methods, analytic tools and the RM phases approached by each paper. After that, an in-depth study of the paper sample was conducted to find risk factors and categories. Findings The authors found a list of 61 risk factors. Then, considering the sources of the identified risk factors, six broad categories of risks were defined, namely, top management risks, human resources risks, lean knowledge risks, technical risks, supply chain risks and cultural risks. The authors also defined 34 subcategories, resulting in a risk classification framework. Research limitations/implications Based on the review, the authors identified literature gaps and provided a research agenda. A noteworthy research limitation is that the authors only selected papers about LP, so the authors might have missed some potential risks in lean implementation that may arise from other-related areas. Thus, the exploration of lean risks adopting other perspectives may constitute a promising pathway for further research. Practical implications The classification framework may help practitioners and researchers in risk identification, evaluation and mitigation. It can also enable the creation of response plans to risks in lean production implementation, as it indicates the potential risks that may be faced along with this process. Originality/value This study contributed to add the perspective of RM to the literature on lean implementation. The introduction of RM concepts and tools may generate more robust models of lean implementation. Therefore, the classification framework may represent a starting point to produce new knowledge about this research topic.

show abstract

Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

Cited by 7 publications

References 15 publications

Maturity Models to evaluate Lean Construction in Brazilian projects

Maturity Models to evaluate Lean Construction in Brazilian projects

Critical Success Factors of Lean Six Sigma Implementations in Philippine Food Manufacturing Companies

Exploring risks in lean production implementation: systematic literature review and classification framework

Contact Info

Product

Resources

About