The Challenges of Lean Transformation and Implementation in the Manufacturing Sector

Abstract

In this study we explored the challenges involved in Lean Transformation and implementation in the manufacturing sector. Using survey data from 50 North American manufacturing organizations, we examined the challenges involved in implementing and sustaining Lean Manufacturing (LM) principles and practices in production processes. The fuzzy analytic hierarchy process (FAHP) and the fuzzy analytic network process (FANP) were used to rank the considerable challenges observed in these organizations. We concluded that the need for a change in organizational culture was the major barrier to Lean implementation. It is challenging to sustain Lean without a culture shift and a clear direction set by the organization’s leadership team. The originality of the paper relates to prioritizing the cultural aspects of organizations as a major barrier to LM implementation. Other challenges encountered during Lean implementation in the manufacturing industries were related to management support, technical knowledge, and employee resistance to change. Early identification of these challenges enables companies to question their capabilities before implementing the Lean philosophy. In this study we used results obtained from 50 manufacturing companies in North America, representing a subset of manufacturing organizations. As a result, it must be interpreted based on the data acquisition method and the study’s sample size.

Identifying critical challenges to lean construction adoption

“…Coupled with the points mentioned above, the lack of efficient leadership poses a major obstacle to the implementation of LC practices in the construction sector. This finding is also supported by the observations made by Maware and Parsley (2022), which emphasized that the most difficult aspect of implementing lean is creating a sustainable culture, which is followed by a systems approach to cultural transformation by leadership and a lack of a strategic transformation strategy. Additional Implementing a new method of operating business requires meticulous and comprehensive planning, without which it is difficult and, on some occasions, almost impossible to sustain the new framework and reap benefits from it.…”

An integrated approach to explore the barriers to lean manufacturing in the context of the COVID-19 pandemic: implications for sustainability

“…Bhadu et al. (2022) and Maware and Parsley (2022) found that organizations are often monolithic in nature and less willing to change management structure according to changing times. Mishra et al.…”

“…Parmar and Desai (2020), stated that lack of strategic reward and performance management prevent employees from participating in lean and continuous improvement activities. Bhadu et al (2022) and Maware and Parsley (2022) found that organizations are often monolithic in nature and less willing to change management structure according to changing times. Mishra et al (2021) identified insufficient time as a drawback to leanness, especially in the context of COVID-19.…”

“…(2014) Source(s): Author's own contributions Adopted from Kabir et al (2021), Parmar and Desai (2020), Basher et al (2022), Mishra et al (2021), Abu et al (2019), Singh and Rathi (2021), Bashar and Hasin (2019), Hasan et al (2022), Munim et al (2022), Bhadu et al (2022),Maware and Parsley (2022) …”

Lean Manufacturing Practices Assessment Case Study of Automotive Company

“…Many companies opt for the Lean Manufacturing concept, which allows them to achieve highquality products while eliminating waste (Kaneku-Orbegozo et al, 2019), reducing production costs and delivery times (Bouazza et al, 2021). It should be noted that 75% (Maware and Parsley, 2022), of companies implementing Lean transformation fail. This is mainly caused by a lack of support from top management.…”