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Prominent obstacles to lean

Author

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  • Sanjay Bhasin

Abstract

Purpose - This article aims to explore that despite the prominence of lean since 1990, there still exist ambiguous perceptions about the prominent obstacles preventing organisations either adopting lean or thwarting its wider implementation. Design/methodology/approach - A total of 68 UK manufacturing organisations operating lean were analysed in an effort to elucidate the factors contributing to the low numbers of successful lean conversions. Surveys were utilised as part of the research methodology supplemented with seven extensive case studies in a validating exercise. Findings - The prominent barriers are clearly identified in relation to the organisation's size, which should assist organisations about to embark upon their respective lean journeys. The preventative proposals should improve the implementation records. Research limitations/implications - The research focuses on manufacturing organisations in the UK, and should greatly benefit companies and managers in their respective lean endeavours. Practical implications - While the barriers were identified, their prominence and type varied amongst the sizes of the organisation. Equally, remedial strategies are proposed to improve the poor implementation record. Social implications - In the UK a successful implementation rate of less than 10 per cent is not beneficial for either employees or employers, and is accompanied by a poor use of the external and internal funding available to organisations embarking upon lean. Originality/value - The preventative strategies should greatly benefit lean managers and improve the poor implementation rates in the UK. Correlating the barriers encountered to the size of an organisation would aid this process.

Suggested Citation

  • Sanjay Bhasin, 2012. "Prominent obstacles to lean," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(4), pages 403-425, April.
  • Handle: RePEc:eme:ijppmp:v:61:y:2012:i:4:p:403-425
    DOI: 10.1108/17410401211212661
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    Citations

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    Cited by:

    1. Dag Øivind Madsen & Terje Berg & Tonny Stenheim & Janne Vagnild Moum & Inger Overland Bordewich & Maria Storsveen, 2019. "The Long-term Sustainability of Lean as a Management Practice: Survey Evidence on Diffusion and Use of the Concept in Norway in the Period 2015–2017," Sustainability, MDPI, vol. 11(11), pages 1-18, June.
    2. Alba Manresa & Andrea Bikfalvi & Alexandra Simon, 2021. "Investigating the impact of new technologies and organizational practices on operational performance: evidence from Spanish manufacturing companies," Central European Journal of Operations Research, Springer;Slovak Society for Operations Research;Hungarian Operational Research Society;Czech Society for Operations Research;Österr. Gesellschaft für Operations Research (ÖGOR);Slovenian Society Informatika - Section for Operational Research;Croatian Operational Research Society, vol. 29(4), pages 1317-1327, December.
    3. Abdulaziz M. Almutairi & Mohammed Almanei & Ahmed Al-Ashaab & Konstantinos Salonitis, 2021. "Prioritized Solutions for Overcoming Barriers When Implementing Lean in the Healthcare Supply Chain: A Saudi Perspective," Logistics, MDPI, vol. 5(1), pages 1-16, February.
    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.
    5. Bortolotti, Thomas & Boscari, Stefania & Danese, Pamela, 2015. "Successful lean implementation: Organizational culture and soft lean practices," International Journal of Production Economics, Elsevier, vol. 160(C), pages 182-201.
    6. Andrea Signoretti & Silvia Sacchetti, 2020. "Lean HRM practices in work integration social enterprises: Moving towards social lean production. Evidence from Italian case studies," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 91(4), pages 545-563, December.
    7. Tortorella, Guilherme Luz & Miorando, Rogério & Marodin, Giuliano, 2017. "Lean supply chain management: Empirical research on practices, contexts and performance," International Journal of Production Economics, Elsevier, vol. 193(C), pages 98-112.
    8. Maéva Jaffré & Eric Blanco & Pierre Chévrier & Bernard Penz, 2023. "Favoriser l’innovation par le lean product development : le comportement humain, un indicateur pertinent ?," Post-Print hal-04165613, HAL.

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