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An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

Author

Listed:
  • Falah Abu

    (Department of Manufacturing & Industrial Engineering, School of Mechanical Engineering, Faculty of Engineering, Universiti Teknologi Malaysia (UTM), Johor 81310, Malaysia
    Faculty of Applied Sciences, Universiti Teknologi MARA (UiTM), Shah Alam 40450, Malaysia)

  • Hamed Gholami

    (Department of Manufacturing & Industrial Engineering, School of Mechanical Engineering, Faculty of Engineering, Universiti Teknologi Malaysia (UTM), Johor 81310, Malaysia)

  • Muhamad Zameri Mat Saman

    (Department of Manufacturing & Industrial Engineering, School of Mechanical Engineering, Faculty of Engineering, Universiti Teknologi Malaysia (UTM), Johor 81310, Malaysia)

  • Norhayati Zakuan

    (Azman Hashim International Business School, Universiti Teknologi Malaysia (UTM), Johor 81310, Malaysia)

  • Dalia Streimikiene

    (Lithuanian Energy Institute, Breslaujos 3, LT-44403 Kaunas, Lithuania)

  • Grigorios L. Kyriakopoulos

    (School of Electrical and Computer Engineering, Electric Power Division, Photometry Laboratory, National Technical University of Athens, 9 Heroon Polytechniou Street, 15780 Athens, Greece)

Abstract

This paper investigates the barriers that hinder the implementation of lean manufacturing in wood and furniture industries as the adoption of this philosophy in such industries is not promising especially in emerging economies. To this end, a comprehensive review of the literature was performed to identify the barriers and develop a conceptual model. Next, structural equation modeling is employed to examine the model using the collected data from 131 wood and furniture companies. The findings revealed a synergetic effect between three key factors—culture and human attitude, knowledge, and resources—which play a crucial role in implementing lean. The analyses indicated the reasons of companies refused or not ready to implement lean on knowledge and culture and human attitudinal issues, particularly in companies that have limited resources. It is believed that resource issues are an obstacle to lean implementation, but not as important as knowledge and culture and human attitudinal issues. Sufficient knowledge is needed to deploy lean practices as well as changes in culture and human attitude. Investigating the relationships between these three key barriers is a contribution that this study intends to become a forward step for promoting lean manufacturing among under-studied industries. This paper also proposes that through adopting the activities for lean implementation, small and medium enterprises can experience and quantify the positive impacts of lean practices. Government agencies, universities, and professional bodies can support such enterprises in this transition through targeted interventions that address the barriers presented.

Suggested Citation

  • Falah Abu & Hamed Gholami & Muhamad Zameri Mat Saman & Norhayati Zakuan & Dalia Streimikiene & Grigorios L. Kyriakopoulos, 2021. "An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries," Sustainability, MDPI, vol. 13(4), pages 1-18, February.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:4:p:1978-:d:498059
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    References listed on IDEAS

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    Cited by:

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    3. Jagdish Bhadu & Pramod Kumar & Jaiprakash Bhamu & Dharmendra Singh, 2022. "Lean production performance indicators for medium and small manufacturing enterprises: modelling through analytical hierarchy process," International Journal of System Assurance Engineering and Management, Springer;The Society for Reliability, Engineering Quality and Operations Management (SREQOM),India, and Division of Operation and Maintenance, Lulea University of Technology, Sweden, vol. 13(2), pages 978-997, April.
    4. Adriano de Oliveira Martins & Fernando Elemar Vicente dos Anjos & Debora Oliveira da Silva, 2023. "The Lean Farm: Application of Tools and Concepts of Lean Manufacturing in Agro-Pastoral Crops," Sustainability, MDPI, vol. 15(3), pages 1-20, February.

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