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Managing barriers to lean production implementation: context matters

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  • Giuliano Almeida Marodin
  • Tarcisio Abreu Saurin

Abstract

As the barriers to lean production implementation (LPI) are influenced by the context, the search for generalisable barriers, relationships, priorities and control measures is to some extent elusive. This study introduces a framework for managing barriers to LPI in specific companies, which is comprised of five stages: (i) description of the context; (ii) identification of the barriers; (iii) analysis of the influence of the context on the barriers; (iv) analysis of the relationships among the barriers using interpretive structural modelling – this sets a basis for prioritising the barriers; and (v) a feedback meeting to discuss the results of data collection, which also informs on the development of an action plan to control the barriers. The use of the framework is illustrated by a case study of a manufacturing plant. Data collection involved interviews, observations and document analysis. A follow-up visit to the company was conducted 18 months after the initial data collection, in order to identify changes in the context. The framework is a contribution in terms of prescriptive theory related to LPI, and is also a means for the generation of data for developing descriptive theory related to the barriers to LPI.

Suggested Citation

  • Giuliano Almeida Marodin & Tarcisio Abreu Saurin, 2015. "Managing barriers to lean production implementation: context matters," International Journal of Production Research, Taylor & Francis Journals, vol. 53(13), pages 3947-3962, July.
    • Handle: RePEc:taf:tprsxx:v:53:y:2015:i:13:p:3947-3962
    DOI: 10.1080/00207543.2014.980454
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    Cited by:

    1. Ghobadian, Abby & Talavera, Irene & Bhattacharya, Arijit & Kumar, Vikas & Garza-Reyes, Jose Arturo & O'Regan, Nicholas, 2020. "Examining legitimatisation of additive manufacturing in the interplay between innovation, lean manufacturing and sustainability," International Journal of Production Economics, Elsevier, vol. 219(C), pages 457-468.
    2. Marcel F. Assen, 2018. "The moderating effect of management behavior for Lean and process improvement," Operations Management Research, Springer, vol. 11(1), pages 1-13, June.
    3. Chiara Panari & Giorgio Lorenzi & Marco Giovanni Mariani, 2021. "The Predictive Factors of New Technology Adoption, Workers’ Well-Being and Absenteeism: The Case of a Public Maritime Company in Venice," IJERPH, MDPI, vol. 18(23), pages 1-14, November.
    4. Secchi, Raffaele & Camuffo, Arnaldo, 2019. "Lean implementation failures: The role of organizational ambidexterity," International Journal of Production Economics, Elsevier, vol. 210(C), pages 145-154.

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