Success factors and barriers to implementing lean in the printing industry

Azyan, Zuliyanti Hanizan Ainul; Pulakanam, Venkateswarlu; Pons, Dirk J.

doi:10.1108/jmtm-05-2016-0067

Cited by 61 publications

(45 citation statements)

References 49 publications

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“…We observed that although LM practices on a conceptual level can be carried out without the help of IT, however, AMT as a major subcategory of IT is crucial to the higher degree of leanness. In general, LM practices are information-intensive (Ainul Azyan et al, 2017;Perez-Arostegui et al, 2012;Riezebos et al, 2009). LM uses extensive amount of information to continuously identify unproductive processes and eliminate anything that fails to add value and that is therefore considered waste (Moyano-Fuentes et al, 2012).…”

Section: Discussionmentioning

confidence: 99%

Business excellence via advanced manufacturing technology and lean-agile manufacturing

Ghobakhloo

Azar

2018

JMTM

116

109

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Purpose The purpose of this paper is to contribute to the existing knowledge about the relationships between advanced manufacturing technology (AMT), lean manufacturing (LM), agile manufacturing (AM), and business performance. Design/methodology/approach A questionnaire-based survey was performed to collect data from 189 Iranian automobile part manufacturers. Statistical analysis of hypothesized relationships was conducted via partial least squares structural equation modeling. Findings AMT significantly contributes to the development of both LM and AM. These manufacturing systems can co-exist in one system, and LM is a precursor to AM. LM contributes to operational performance whereas AM improves marketing performance and financial performance. Research limitations/implications Relying on the cross-sectional data of this research, and lack of generalizability of findings are key limitations. An interesting direction for future research would be to empirically offer a hybrid lean-agile approach and further map the mechanism through which this hybrid approach can be achieved in practice. Practical implications Both LM and AM are information-intensive and highly supported by AMT. They contribute to different aspects of business performance. Pursuing both cost-leadership strategy and product mix flexibility is viable via hybridizing the lean and agile systems. Originality/value This study is among the first to address issues related to the lean-AM relationship among developing countries. This study is unique in the sense it shows the mechanism through which the value of AMT is truly transformed to performance improvement.

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Section: Discussionmentioning

confidence: 99%

Business excellence via advanced manufacturing technology and lean-agile manufacturing

Ghobakhloo

Azar

2018

JMTM

116

109

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“…LM has also been studied in the small and medium-sized enterprise (SME) environment. Several authors have conducted research on LM in SMEs, such as critical success factors (CSFs) [5,7,8]; enablers and inhibitors [6,10]; frameworks, road maps, and methodologies [11][12][13][14][15][16][17]; and LM implementation in SMEs [9,18,19].…”

Section: Introductionmentioning

confidence: 99%

Productivity Improvement Through the Implementation of Lean Manufacturing in a Medium-Sized Furniture Industry: A Case Study

Oliveira

Rocha

2019

SAJIE

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Small and medium-sized enterprises (SMEs) are very important to national economies. In Brazil, the furniture sector has many SMEs that suffer from international competition, especially from Chinese companies. To reduce this difficulty, this study provides a case study of the partial implementation of lean manufacturing (LM) in a medium-sized furniture industry with the aim of increasing productivity. As a result, the company increased its productivity by 27 per cent in the drilling sector. In addition, the case study shows how to implement LM in a medium-sized furniture industry, demonstrating the need to adapt the system to companies outside the automobile sector. OPSOMMING Klein-en mediumgrootte ondernemings is baie belangrik vir nasionale ekonomieë. In Brasilië bevat die meubelbedryf vele kleinen mediumgrootte maatskappye wat swaar kry as gevolg van internasionale mededinging, veral van Sjinese ondernemings. Om hierdie uitdaging te oorkom bied dié artikel ŉ gevallestudie van die gedeeltelike implementering van lenige vervaardiging in ŉ mediumgrootte meubelmaatskappy met die doelstelling om produktiwiteit te verhoog. Die maatskappy se produktiwiteit is verhoog met 27 per sent in die boorsektor. Verder toon die gevallestudie hoe om lenige vervaardiging te implementeer in ŉ mediumgrootte meubelmaatskappy. Sodoende word die behoefte om hierdie konsep aan te wend in ondernemings buite die tradisionele motorvervaardiging-sektor geïllustreer.

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“…Management and leadership commitment are crucial foundation for the introduction of lean in the organization, as several literatures have reported its significance in a timely of changes and organisational transformation (Laureani & Antony, 2012). In order to evaluate readiness for lean deployment more efficiently within SMEs, such businesses should have a good leadership qualities on ground characterized by demonstration exceptional management styles which will foster effective skills, motivation and knowledge enhancement within their employees (Hanizan et al, 2006). The willingness of leadership and management in promoting quality practices that will facilitate lean deployment and may avoid issues of unsuccessful lean implementation.…”

Section: Management and Leadership Commitmentmentioning

confidence: 99%

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

2020

jcr

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Implementation of lean in manufacturing small and medium enterprises (SMEs) remains a serious challenge as many SMEs have failed at an early stage of lean deployment. Previous findings have concluded that manufacturing SMEs a lagging behind in terms implementing lean manufacturing and reaping its full benefits due to lack of effective lean pre-implementation framework to assess and SMEs readiness for change before deploying lean manufacturing. Similarly, there is a lack of lean manufacturing buy-in and low level of implementation among manufacturing SMEs remains in Nigeria. Coupled with the fact that research on lean manufacturing within SMEs is still a dearth in Nigeria and other developing countries at large. This study, therefore, proposes an effective framework for assessing lean readiness factors to organizational readiness for change with organisational culture as a mediator prior lean deployment among manufacturing SMEs in Nigeria. The aim of the study is to evaluate lean readiness factors that include; leadership, commitment, employee involvement, planning & control, process management, supplier relations and customer relations to organizational readiness to change to lean so as to evaluate whether manufacturing SMEs have the prerequisite quality practices, organizational culture and foundation needed to deploy lean. The study is based on a conceptual review of published literatures from various scholarly articles and reputable publications. The proposed lean readiness framework will serve as a comprehensive model for assessing manufacturing SMEs related quality practices prior lean deployment in order to be successful during full lean implementation. It will also be of great importance to both SMEs, researchers, governments and agencies towards promoting better quality practices in manufacturing SMEs.

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Success factors and barriers to implementing lean in the printing industry

Cited by 61 publications

References 49 publications

Business excellence via advanced manufacturing technology and lean-agile manufacturing

Business excellence via advanced manufacturing technology and lean-agile manufacturing

Productivity Improvement Through the Implementation of Lean Manufacturing in a Medium-Sized Furniture Industry: A Case Study

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

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