PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2022 | z. 163 | 637--654
Tytuł artykułu

Success Conditions for Lean Management Implementation, a Multifaced Literature Review

Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: Lean Management is a widely implemented and very promising methodology for increasing productivity. However, only certain Lean initiatives bring real benefits. This study aims to identify the most important factors for determining successful Lean implementation in organisations. Design/methodology/approach: This study employs the literature review methodology, including a narrative literature review and a systematic one. The text mining method with a specialised software is employed to perform a semantic interrelation analysis. Findings: This study concludes that the primary success condition is top management engagement with Lean transformation in organisations. Lean needs to be treated as a strategic initiative with a real focus on operational performance. However, practically in Lean projects, managers should remember appropriate training, success criteria, effective communication and employee focus. The Lean Culture is also important for Lean success; however, it is not underlined on the practical level. Practical implications: This study provides a practical guide to what managers need to pay attention to when leading a Lean transformation and considers both the general and operational factors for the implementation of Lean tools. Originality/value: The research consolidates Lean critical success factors that are common and specific across industry sectors. This study proposes an original systematic review of Lean success conditions along with an evaluation of their importance.(original abstract)
Rocznik
Numer
Strony
637--654
Opis fizyczny
Twórcy
  • Bialystok University of Technology
  • Bialystok University of Technology
Bibliografia
  • 1. Achanga, P., Shehab, E., Rajkumar, R., Nelder, G. (2006). Critical Success Factors for Lean Implementation within SMEs. Journal of Manufacturing Technology Management, Vol. 17, No. 4, pp. 460-471.
  • 2. Ahmad, M., Elhuni, R. (2014). Critical quality factors for successful TQM implementation in Libyan oil and gas sector. Benchmarking: An International Journal, Vol. 21, No. 5, pp. 713-733.
  • 3. Al-Balushi, S., Sohal, A.S., Singh, P.J., Al Hajri, A., Al Farsi, Y.M., Al Abri, R. (2014). Readiness factors for Lean implementation in healthcare settings - a literature review. Journal of Health Organization and Management, Vol., 28, No. 2, pp. 135-153.
  • 4. Andrade, P.F., Pereira, V., Del Conte, E. (2016). Value stream mapping and lean simulation: a case study in automotive company. The International Journal of Advanced Manufacturing Technology, Vol. 85, No. 1/4, pp. 547-555.
  • 5. Arumugam, V., Antony, J., Douglas, A. (2012). Observation: a Lean tool for improving the effectiveness of Lean Six Sigma. The TQM Journal, Vol. 24, No. 3, pp. 275-287.
  • 6. Azyan, Z.H., Venkateswarlu, P.A., Dirk, P. (2017). Success Factors and Barriers to Implementing Lean in the Printing Industry: A Case Study and Theoretical Framework. Journal of Manufacturing Technology Management, Vol. 28, No. 4, pp. 458-484.
  • 7. Bhasin, S. (2008) Lean and performance measurement. Journal of Manufacturing Technology Management, No. 19, pp. 670-684.
  • 8. Brun, A. (2011). Critical success factors of Six Sigma implementations in Italian companies. International Journal of Production Economics, Vol. 131, No. 1, pp. 58-64.
  • 9. Connor, D., Cormican, K. (2021). Leading from the middle: how team leaders implement Lean success factors. International Journal of Lean Six Sigma, Vol. 5, No. 7, pp. 830-854.
  • 10. Coronado, R.B., Antony, J. (2002). Critical success factors for the successful implementation of Six Sigma projects in organizations. The TQM Magazine, Vol. 14, No. 2, pp. 92-99.
  • 11. Emiliani, M.L., Stec, D. (2005). Leaders lost in transformation. Leadership and Organization Development Journal, Vol. 26, No. 5, pp. 370-387.
  • 12. Fullerton, R., Kennedy, F.A., Widener, S. (2014). Lean manufacturing and firm performance: the incremental contribution of Lean management accounting practices. Journal of Operations Management, Vol. 32, No. 7-8, pp. 414-428.
  • 13. Fullerton, R.R., McWatters, C.S. (2002). The role of performance measures and incentive systems in relation to the degree of JIT implementation. Accounting, Organizations and Society, Vol. 27, No. 8, pp. 711-735.
  • 14. Garcia, J., Aide, A., Alejandro, A., Denisse, G. (2014). Human Critical Success Factors for Kaizen and Its Impacts in Industrial Performance. International Journal of Advanced Manufacturing Technology, 70, pp. 2187-2198.
  • 15. Hoffmann, D.L., Torres, A.S. (2019). Lean development evaluation in small Brazilian company. Revista de Gestão, Vol. 26, No. 4, pp. 429-454.
  • 16. Jasti, N.V., Kodali, R. (2014). A literature review of empirical research methodology in lean manufacturing. International Journal of Operations and Production Management, Vol. 34, No. 8, pp. 1080-1122.
  • 17. Jebaraj, B., Murugaiah, U., Marathamuthu, M. (2013). The use of SMED to eliminate small stops in a manufacturing firm. Journal of Manufacturing Technology Management, Vol. 24 No. 5, pp. 792-807.
  • 18. Jedynak, P. (2015). Lean management implementation: Determinant factors and experience. Jagiellonian Journal of Management, Vol. 1, No. 1, pp. 51-64.
  • 19. Jeyaraman, K., Kee Teo, L. (2010). A conceptual framework for critical success factors of Lean six sigma: implementation on the performance of electronic manufacturing service industry. International Journal of Lean Six Sigma, Vol. 1, No. 3, pp. 191-215.
  • 20. Karuppusami, G., Gandhinathan, R. (2006). Pareto Analysis of Critical Success Factors of Total Quality Management: A Literature Review and Analysis. The TQM Magazine, Vol. 18, No. 4, pp. 372-385.
  • 21. Katayama, H. (2017). Legend and Future Horizon of Lean Concept and Technology. Procedia Manufacturing, pp. 1093-1101.
  • 22. Knol, W.H., Slomp, J., Schouteten, R.L., Lauche, K. (2018). Implementing Lean practices in manufacturing SMEs: testing critical success factors using necessary condition analysis. International Journal of Production Research, Vol. 56, No. 11, pp. 3955-3973.
  • 23. Koenigsaecker, G. (2006). Strategy deployment: linking lean to business strategy. Manufacturing Engineering, Vol. 136, No. 3, pp. 163-171.
  • 24. Kollberg, B., Dahlgaard, J., Brehmer, P. (2007). Measuring Lean initiatives in health care services: Issues and findings. International Journal of Productivity and Performance Management, Vol. 56. No. 1, pp. 7-24.
  • 25. Kwak, Y.H., Anbari, F.T. (2006). Benefits, obstacles, and future of Six Sigma approach, Technovation, Vol. 26, No. 5/6, pp. 708-715.
  • 26. Lande, M., Shrivasatava, R.L., Seth, D. (2016). Critical success factors for Lean Six Sigma in SMEs (small and medium enterprises). The TQM Journal, Vol. 28, No. 4, pp. 613-635.
  • 27. Laureani, A., Antony, J. (2017). Leadership characteristics for Lean six sigma. Total Quality Management and Business Excellence, Vol. 28, No. 3/4, pp. 405-426.
  • 28. Losonci, D., Kasa, R., Demeter, K., Heidrich, B., Jenei, I. (2017). The impact of shop floor culture and subculture on Lean production practices. International Journal of Operations and Production Management, Vol. 37, No. 2, pp. 205-225.
  • 29. Manville, G., Greatbanks, R., Krishnasamy, R., Parker, D. (2012). Critical success factors for Lean Six Sigma programmes: a view from middle management. International Journal of Quality & Reliability Management, Vol. 29, No. 1, pp. 7-20.
  • 30. Marodin, G.A., Tarcisio, A.S. (2015). Classification and Relationships between Risks That Affect Lean Production Implementation: A Study in Southern Brazil. Journal of Manufacturing Technology Management, Vol. 26, No. 4, pp. 57-79.
  • 31. Morito, C., Rosley, A., Batocchio, A. (2017). Obstacles and difficulties implementing the Lean philosophy in brazilian enterprises. Brazilian Journal of Operations & Production Management, 14, pp. 218-227.
  • 32. Motwani, J.G. (2001). Critical Factors and Performance Measures of TQM. The TQM Magazine, Vol. 13, No. 4, pp. 292-300.
  • 33. Murmura, M., Bravi, L., Musso, F., Mosciszko, A. (2021). Lean Six Sigma for the improvement of company processes: the Schnell S.p.A. case study. The TQM Journal, Vol. 33, No. 7, pp. 351-376.
  • 34. Naslund, D. (2013). Lean and six sigma - critical success factors revisited. International Journal of Quality and Service Sciences, Vol. 5, No. 1, pp. 86-100.
  • 35. Netland, T.H. (2016). Critical success factors for implementing Lean production: the effect of contingencies. International Journal of Production Research, Vol. 54, No. 8, pp. 2433-2448.
  • 36. Netland, T.H., Powell, D.J., Hines, P. (2019). Demystifying Lean leadership. International Journal of Lean Six Sigma. Vol. 11, No. 3, pp. 543-554.
  • 37. Olesen, P., Powell, D., Hvolby, H., Fraser K. (2015). Using Lean principles to drive operational improvements in intermodal container facilities: A conceptual framework, Journal of Facilities Management, Vol. 13, No. 3, pp. 266-281.
  • 38. Omotayo, T.S., Kulatunga, U., Bjeirmi, B. (2018). Critical success factors for Kaizen implementation in the Nigerian construction industry. International Journal of Productivity and Performance Management, Vol. 67, No. 9, pp. 1816-1836.
  • 39. Paranitharan, K., Begam, M.S., Abuthakeer, S., Subha, M. (2011). Redesigning an automotive assembly line through Lean strategy. International Journal of Lean Thinking, Vol. 2, No. 2, pp. 1-14.
  • 40. Pay, R. (2008). Everybody's Jumping on the Lean Bandwagon, But Many Are Being Taken for a Ride. The Industry Week.
  • 41. Richter, L. (2011). Cargo Cult Lean. Human Resources Management & Ergonomics, Vol. 2, No. 5, pp. 84-93.
  • 42. Rini, S. (2021). Implementation of Lean thinking through A3 report in plastic injection company. International Journal of Industrial Optimization, Vol. 2, No. 1, pp. 63-68.
  • 43. Rodrigues, M.V. (2014). Entendendo e desenvolvendo sistemas de produção Lean Manufacturing, Revista Gestão da Produção Operações e Sistemas, Vol. 2, No. 1, pp. 49-60.
  • 44. Rymaszewska, D. (2014). The Challenges of Lean Manufacturing Implementation in SMEs. Benchmarking: An International Journal, Vol. 21, No. 6, pp. 987-1002.
  • 45. Salaheldin, I. (2009). Critical Success Factors for TQM Implementation and Their Impact on Performance of SMEs. International Journal of Productivity and Performance Management, Vol. 58, No. 3, pp. 215-237.
  • 46. Shah, R., Ward, P. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, Vol. 21, No. 2, pp. 129-149.
  • 47. Shokri, A., Waring, T.S., Nabhani, F. (2016). Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects: An empirical study in the German manufacturing sector. International Journal of Operations & Production Management, Vol. 36, No. 8, pp. 850-878.
  • 48. Shurrab, J., Hussain, M. (2018). An empirical study of the impact of lean on the performance of the construction industry in UAE. Journal of Engineering, Design and Technology, Vol. 16, No. 5, pp. 694-710.
  • 49. Sila, I., Ebrahimpour, M. (2003). Examination and Comparison of the Critical Factors of Total Quality Management (TQM) across Countries. International Journal of Production Research, Vol. 41, No. 2, pp. 235-268.
  • 50. Sim, K., Rogers, J. (2008) Implementing Lean production systems: barriers to change. Management Research News, Vol. 32, No. 1, pp. 37-49.
  • 51. Singh, A., Ravi, P. (2022). Lean six-sigma (LSS) applications in hospitals: a decade (2011-2020) bibliometric analysis. International Journal of Productivity and Performance Management.
  • 52. Sreedharan, V.R., Pattusamy, M., Mohan, S., Persis, D.J. (2020). A systematic literature review of Lean six sigma in financial services: key finding and analysis. International Journal of Business .Excellence, Vol. 21, No. 3, pp. 331-358.
  • 53. Suárez-Barraza, M., Ramis-Pujol, J. (2012). An exploratory study of 5S: a multiple case study of multinational organizations in Mexico. Asian Journal on Quality, Vol. 13, No. 1, pp. 77-99.
  • 54. Taj, S., Morosan, C. (2011). The impact of Lean operations on the Chinese manufacturing performance. Journal of Manufacturing Technology Management, Vol.22, No. 2, pp. 223-240.
  • 55. Tari, J. (2005). Components of Successful Total Quality Management. The TQM Magazine Vol. 17, No. 2, pp. 182-194.
  • 56. Veile, J.W., Kiel, D., Müller, J.M., Voigt, K.I. (2020). Lessons learned from Industry 4.0 implementation in the German manufacturing industry. Journal of Manufacturing Technology Management, Vol. 31 No. 5, pp. 977-997.
  • 57. Womack, J., Jones, D.T., Roos, D. (1990). The Machine that Changed the World. New York: Rawson Associates.
  • 58. Yadav, G., Desai., T.N. (2016). Lean six sigma: a categorized review of the literature. International Journal of Lean Six Sigma, Vol. 7, No. 1, pp. 2-24.
  • 59. Zargun, S., Al-Ashaab, A. (2013). Critical success factors for Lean manufacturing: a systematic literature review an international comparison between developing and developed countries. Advanced Materials Research, Vol. 845, pp. 668-681.
  • 60. Zhang, L. (2013). Kanban-controlled exponential production lines: analysis and design. Journal of Manufacturing Technology Management, Vol. 24, No. 3, pp. 358-383.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171665429

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.