scholarly journals A Model to align the organizational culture to Lean

2018 ◽  
Vol 11 (2) ◽  
pp. 207 ◽  
Author(s):  
Mehrsa Taherimashhadi ◽  
Imma Ribas
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Evaluation Model ◽  
Structured Interviews ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Lean Transformation

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.  

scholarly journals LEAN MANUFACTURING ADOPTION IN MALAYSIA: A SYSTEMATIC LITERATURE REVIEW

2020 ◽  
Vol 1 (1) ◽  
pp. 01-35
Author(s):  
Azim Azuan Osman ◽  
Abdul Aziz Othman ◽  
Mohd Kamarul Irwan Abdul Rahim
Keyword(s):  
Literature Review ◽  
Systematic Literature Review ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Management Practices ◽  
Implementation Strategies ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Research Themes

The purpose of this paper is to perform a systematic literature review (SLR) on lean manufacturing (LM) adoption in Malaysia while highlighting research trends and gaps from this literature. The SLR involved analysing 163 scholarly articles from international journals and conference proceedings published between the year 2005 to 2019. The articles are classified as literature review, conceptual paper, case study, and survey research. These articles were also grouped into nine meaningful research themes, named: (1) lean definitions, (2) sustaining lean adoption, (3) motivations to adopt lean, (4) lean benefits, (5) results from lean adoption, (6) lean implementation barriers, (7) lean success factors, (8) lean implementation/ assessment models, and (9) lean integration with other management practices. The review findings shall help scholars and practitioners to identify research opportunities, design their future studies and/or implementation strategies, accordingly.

Barriers for Lean implementation in the textile industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Galina Robertsone ◽  
Iveta Mezinska ◽  
Inga Lapina
Keyword(s):  
Textile Industry ◽  
Success Factors ◽  
Manufacturing Sector ◽  
Qualitative Content Analysis ◽  
Original Research ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Content Type ◽  
Non Profit ◽  
Specific Implementation

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.

scholarly journals Real time implementation and validation of lean implementation model for sustainability (LIMS) in medium scale industry

2018 ◽  
Vol 7 (3.29) ◽  
pp. 16
Author(s):  
S Gunasekharan ◽  
D Elangovan ◽  
S Sudhakara Reddy ◽  
M Maheswari
Keyword(s):  
Real Time ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Socially Responsible ◽  
Lean Implementation ◽  
Medium Scale ◽  
Implementation Model ◽  
Critical Success ◽  
Reduction Techniques ◽  
Materials Used

Lean manufacturing is a strategic tool, which is used to cut down waste and to improve the efficiency of an organization and helps the organization to sustain in the competitive environment. Implementation of lean systems in organization results in reduce energy consumption, waste generation, and hazardous materials used while also building the companies’ images as socially responsible organizations. Several research efforts discussed in the literature indicate that lean companies show significant environmental improvements by being more resource and energy efficient. Lean systems are associated with waste reduction techniques. In foreign, many industries have started implementing these concepts and they are getting good results. In India, companies are facing problems in implementing lean concept. Critical success factors for lean system implementation in Indian medium scale manufacturing industries has been identified to overcome it. The factors are grouped into different levels by Interpretive Structural Modelling (ISM). A lean implementation model has been developed for medium scale industry and named as 'LIMS'. This paper investigates the implementation and validation of the LIMS through the real time implementation in a medium scale industry. 

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

2018 ◽  
Vol 15 (2) ◽  
pp. 232-246 ◽  
Author(s):  
Laís Pereira ◽  
Guilherme Tortorella
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
Analysis Tool ◽  
Manufacturing Companies ◽  
Small Company ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Critical Success ◽  
Multi Criteria Analysis

This article aims to identify how the critical success factors (CSF), barriers and practices for lean manufacturing (LM) implementation in a small company are related. For this, the CSF, barriers and practices of LM related to small companies were initially consolidated from a literature review. Through semi-structured interviews and focus groups with the leaders of a small electronics manufacturing company in lean implementation, the relationships were evaluated and ranked through the incorporation of a multi-criteria analysis tool. The integration of a multi-criteria analysis tool into qualitative research methods (focused groups, semi-structured interviews and participatory observation) allowed quantifying these relationships in order to identify convergent efforts for a successful LM implementation. Existing frameworks for lean implementation are targeted at larger companies, disregarding the specific small company context. This study provides a guide to assist LM implementation in small manufacturing companies. Furthermore, the greater understanding of these relationships enables managers to anticipate potential problems, allowing a more successful implementation.

Critical success factors for Lean implementation in IT outsourcing relationships

2019 ◽  
Vol 32 (3) ◽  
pp. 715-730 ◽  
Author(s):  
Vincent Blijleven ◽  
Yiwei Gong ◽  
Afshin Mehrsai ◽  
Kitty Koelemeijer
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
It Outsourcing ◽  
Future Research ◽  
It Services ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Content Type ◽  
Critical Success ◽  
Manufacturing Environments

PurposeFollowing positive results of Lean implementation in manufacturing environments, Lean has become an emerging philosophy for clients and suppliers of information technology (IT) services. However, how to implement Lean in IT outsourcing relationships has been addressed sparsely in academic literature. The purpose of this paper is to investigate critical success factors (CSFs) for implementing Lean in IT outsourcing relationships. Key findings, implications and avenues for future research are discussed.Design/methodology/approachSix IT outsourcing relationships were qualitatively investigated by means of 36 semi-structured interviews. CSFs were identified based on interview transcription analyses, selection techniques and expert reviews.FindingsIn total, 16 CSFs for Lean implementation in IT outsourcing relationships are identified and described.Practical implicationsThe CSFs presented in this paper indicate key areas that deserve managerial attention to steer Lean implementation efforts in IT outsourcing relationships in a favorable direction.Originality/valueThis study is the first to describe the phenomenon of “Lean IT outsourcing” and provides researchers and practitioners with a foundation to further examine Lean implementation in IT outsourcing relationships.

scholarly journals Lean and agile in small- and medium-sized enterprises: Complementary or incompatible?

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Neeshal Gurahoo ◽  
Roger H. Salisbury
Keyword(s):  
Supply Chain ◽  
South African ◽  
Lean Manufacturing ◽  
Process Integration ◽  
Direct Consequence ◽  
Just In Time ◽  
Lead Times ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Lean Principles

Background: This study explores the relationship between the implementation of lean supply chain management and the agility of manufacturing small- and medium-sized enterprises (SMEs). Although some studies have suggested that these two approaches are mutually exclusive, other research finds that they may be applied to different parts of the supply chain or may be compatible through the common elements of process integration and supply chain-wide collaboration. Objectives: Through an investigation of two companies at different stages of lean implementation, this study sought to establish which of these paradigms might be applicable in the context of South African SMEs. Method: Semi-structured interviews were conducted with managers at both companies, and the progress towards lean manufacturing was probed. Results: Company B was found to have made considerably more progress towards a lean system than Company A. Neither company had achieved just-in-time purchasing, and this was identified as a challenging aspect for SMEs. Both companies experienced stockouts and long lead times. The volatile nature of their markets indicated a need for greater agility. Company B was found to have a greater potential for speed, flexibility and response. It is proposed that this may be a direct consequence of greater progress in lean implementation. Conclusion: It was concluded that strategies to implement lean are a necessary prelude to achieving an agile enterprise. This article presents a model incorporating the lean principles that SMEs should adopt in order to achieve agility.

The Influence of National Culture and Organizational Culture on the Success of an Expatriate Overseas Assignment

2015 ◽  
pp. 79-106
Author(s):  
Gina Fe G. Causin ◽  
Charito G. Ngwenya
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Cultural Beliefs ◽  
Two Dimensions ◽  
Management Skills ◽  
Managerial Skills ◽  
Attitudes And Behaviors ◽  
Overseas Assignment ◽  
Expatriate Assignments

Numerous studies have attempted to determine what makes hospitality expatriate executives successful and a large variety of managerial skills have been generated. The rapidly increasing trend toward internationalization of business has fostered an interest in examining important management skills that international hospitality executives should possess. The study findings indicated that there were underlying dimensions that contributed to the success of hospitality expatriate executives on their overseas assignment. National culture and corporate using management skills could influence a successful overseas assignment. However, it was not revealed which one between the two dimensions has more influence towards a successful overseas assignment. Successful expatriates are being profiled as organizations have found that expatriate assignments are an effective, yet expensive, means of developing international qualities in their managers. The increasing globalization of business appears to have led to the emergence of an international business workforce that shares a unique set of cultural beliefs, attitudes, and behaviors. The thrust of this chapter was to examine the influence of national culture and corporate culture of hospitality expatriate executives that led to a successful overseas assignment.

The Influence of National Culture and Organizational Culture on the Success of an Expatriate Overseas Assignment

2016 ◽  
pp. 1461-1489 ◽  
Author(s):  
Gina Fe G. Causin ◽  
Charito G. Ngwenya
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Cultural Beliefs ◽  
Two Dimensions ◽  
Management Skills ◽  
Managerial Skills ◽  
Attitudes And Behaviors ◽  
Overseas Assignment ◽  
Expatriate Assignments

Numerous studies have attempted to determine what makes hospitality expatriate executives successful and a large variety of managerial skills have been generated. The rapidly increasing trend toward internationalization of business has fostered an interest in examining important management skills that international hospitality executives should possess. The study findings indicated that there were underlying dimensions that contributed to the success of hospitality expatriate executives on their overseas assignment. National culture and corporate using management skills could influence a successful overseas assignment. However, it was not revealed which one between the two dimensions has more influence towards a successful overseas assignment. Successful expatriates are being profiled as organizations have found that expatriate assignments are an effective, yet expensive, means of developing international qualities in their managers. The increasing globalization of business appears to have led to the emergence of an international business workforce that shares a unique set of cultural beliefs, attitudes, and behaviors. The thrust of this chapter was to examine the influence of national culture and corporate culture of hospitality expatriate executives that led to a successful overseas assignment.

SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK

2015 ◽  
Vol 77 (27) ◽  
Author(s):  
Rusalbiah Che Mamat ◽  
Baba Md Deros ◽  
Mohd Nizam Ab Rahman ◽  
Muhamad Khalil Omar ◽  
Shukriah Abdullah
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Lean Production ◽  
Business Environment ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Lean Practices

Challenging and competitive business environment has prompted the automotive industry to restructure its manufacturing practices. Nowadays, Lean Manufacturing (LM) has been widely implemented in the automotive industry. LM supported the manufacturing companies, particularly automotive manufacturers in becoming world class manufacturers through various lean practices. However, lean implementation faced various obstacles such as the lack of management commitment and support, the absence of organizational communication, employees’ attitude and many more. It is also indicated that lean implementation success factors are not merely due to technical practices but also with the integration of non-technical aspects such as human-related practices. This paper aims to investigate the Soft Lean Practices that are necessary for the successful implementation of the Lean Production System (LPS) in the Malaysian Automotive SMEs. The result of this paper will provide a detailed review of Soft Lean Practices within the LM literature that should be considered by the organizations when implementing lean. A framework was also developed through an extensive review of Soft Lean literature.

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