Transfer mechanisms for lean implementation with OHS integration in the garment industry

Abstract

PurposeLean manufacturing has the potential for simultaneously improving the competitiveness and the social sustainability of the apparel industry in developing countries. However, there is limited research on the ways to a successful lean implementation in developing countries and with an emphasis on occupational health and safety (OHS) improvement.Design/methodology/approachThe paper investigates four cases of lean implementation in garment factories and uses the design science research strategy, building on the context-intervention-mechanism-outcome (CIMO) framework to identify explanatory mechanisms that can be used for designing future action.FindingsThe study identifies tangible mechanisms that can lead to successful lean implementation. The most important mechanisms relate to practical top management support, worker involvement, application of lean tools and training.Practical implicationsThe findings of this study can guide better lean implementation for the many garment factories in developing countries.Originality/valueWhile the lean literature provides general recommendations for lean implementation, knowledge about the transfer mechanisms in developing countries as well as the connections between lean and OHS is limited. This paper contributes to lean implementation theory and to the discourse of positive lean by integrating efficiency and working conditions. In addition, the paper identifies transfer mechanisms for lean implementation in the garment industry in a developing country.