Investigation of the prominent barriers to lean manufacturing implementation in Malaysian food and beverages industry using Rasch Model

Abstract

Abstract. This paper presents a preliminary study on the prominent barriers to lean manufacturing implementation in Malaysian Food and Beverages Industry. A survey was carried out to determine the most prominent barriers of lean manufacturing implementation that are currently being faced in this industry. The amount of barriers identified for this study is twenty seven. Out of 1309 available organizations, a total of 300 organizations have been randomly selected as respondents, and 53 organizations responded. From the variable map, the analysis shows that, the negative perception towards lean manufacturing top the list as the most agreeable barrier, while the technical barriers came after it. It can also be seen from the variable map that averagely, lack of vision and direction is the barrier that is being faced. Finally, this is perhaps the first attempt in investigating the prominent barriers to Lean Manufacturing implementation in Malaysian food and beverages industry using Rasch Model.

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

“…To achieve an entire lean system, it is necessary that all partners and suppliers that comprise the supply chain share the same vision and commitment (Ahmed et al, 1991;Yadav et al, 2019). The lack of collaborative relationships and proper communication with suppliers is a risk factor mentioned by several studies (Jadhav et al, 2014;Khusaini et al, 2016;Ramarapu et al, 1995;Vasanthakumar et al, 2016). Studies suggest the need to manage all aspects involved with the relationship Roslin et al, 2014), thus allowing for more effective changes towards the establishment of a lean culture along with the supply chain (Motwani, 2003;Panizzolo, 1998).…”

“…Thus, the philosophy is used only in part of the organisation, not covering all sectors and applying only a few practices, methods and tools in a piecemeal and fragmented approach. It results in several problems within the (2012), Secchi and Camuffo (2019); , Tiwari and Tiwari (2018); Vasanthakumar et al (2016), Widiasih et al (2015); Yasin and Wafa (1996) (continued) , Khusaini et al (2016); Priyono and Idris (2018), Tiwari and Tiwari (2018); Widiasih et al (2015), Zhang et al (2017) Lack of total quality control tools , ; , Priyono and Idris (2018) Lack of system integration (MRP/JIT) , Cravvford et al (1988) organisation both in the shop-floor operations and managerial decision-making (Belhadi et al, 2017;Dora et al, 2016;Emiliani and Stec, 2005;Niewiadomski et al, 2018). Previous experience of failure in LPI can also be considered a risk factor when the organisation considers starting a new implementation process.…”

Lean Manufacturing Adoption in Malaysia: A Systematic Literature Review

“…Opportunity for future study within this research theme may be identifying industryspecific barriers in LM adoption. Existing studies are coming from industries such as automotive (Roslin, Muhammad Shahadat, & Md Dawal, 2014;Sahwan, Ab Rahman, & Md Deros, 2012), electrical and electronics (M. F. Wong et al, 2009), food (Khusaini, Ismail, & Rashid, 2016), and furniture (Abu et al, 2019). Yet, LM is also adopted in other types of industry in Malaysia manufacturing sector including; machinery and equipment, aerospace composite, pharmaceutical, and textiles.…”

“…With the existing studies on this theme were mostly from automotive manufacturers context, there is a need for studying other organisation's context like machinery and equipment, food, furniture, pharmaceutical, or textiles industry. Besides that, it is interesting to further compare those factors between different manufacturing industry, since some studies highlighted that nature of manufacturing facility or disparate manufacturing environment hinder the success of LM adoption (Khusaini et al, 2016;Manzouri et al, 2013;Nordin et al, 2010b). 2, 5, 6, 8, 9, 10, 11, 12, 13, 14, 16, 18, 19, 20, 25, 26, 28, 30, 31, 35 2 Employee training program (e.g.…”

Manufactura esbelta: una revisión sistemática en la industria de alimentos

“…Los resultados finales mostraron que el tiempo total de operación y el tiempo de actividades de valor no agregado se redujeron con éxito de 1993 segundos a 1719 segundos y de 234 segundos a 104 segundos, respectivamente. Khusaini et al, (2016) Malasia Demuestra que el problema con las organizaciones de la industria de alimentos y bebidas de Malasia para implementar Manufactura esbelta está básicamente en la mentalidad, de ahí la percepción.…”