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Lean philosophy has been one of the most prominent methodologies of process improvement.Positive results from lean implementations have motivated managers to carry out lean transformations. However, the low success rates, linked to barriers to implement lean are still a challenge, and one of the reasons is the lack of understanding of these inhibitors. Scholars have investigated barriers that affect the lean journey, some of these barriers overlap and require a meaningful categorisation. Thus, the purpose of this paper is to fill in this gap by providing a review of more than 20 years of literature, and synthesising these barriers into meaningful organisational categories. To achieve this aim, we employed a systematic literature review. Our findings present six meaningful lean barriers, which we categorised into a framework. These barriers have mainly behavioural and organisational aspects (people-dependent), and technical aspects (tool-based). Finally, we derived eight propositions, contributing to knowledge and practice.
Lean philosophy has been one of the most prominent methodologies of process improvement.Positive results from lean implementations have motivated managers to carry out lean transformations. However, the low success rates, linked to barriers to implement lean are still a challenge, and one of the reasons is the lack of understanding of these inhibitors. Scholars have investigated barriers that affect the lean journey, some of these barriers overlap and require a meaningful categorisation. Thus, the purpose of this paper is to fill in this gap by providing a review of more than 20 years of literature, and synthesising these barriers into meaningful organisational categories. To achieve this aim, we employed a systematic literature review. Our findings present six meaningful lean barriers, which we categorised into a framework. These barriers have mainly behavioural and organisational aspects (people-dependent), and technical aspects (tool-based). Finally, we derived eight propositions, contributing to knowledge and practice.
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.
Studies linking the use of lean practices to company performance have been increasing as markets are becoming more competitive and companies are eager for reducing waste and therefore implementing the Lean Management (LM) philosophy to improve performance. However, results from these studies have found various and different impacts and some light is needed. Extant literature was reviewed and, to achieve the research objective, a metaanalysis of correlations was carried out. The obtained results suggest a positive relationship between some lean practices and performance measures. Furthermore, the presence of moderators influencing the relationship between lean practices and performance outcomes is highlighted in our results. To our best knowledge, this is the first research that proposes a comparison of results from primary studies on Lean implementation, by analysing the linear relationship between lean practices and enterprise performance. It fills this gap and therefore represents an important contribution.
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