Research Question: Why do some projects prefabricate mechanical, electrical, and plumbing (MEP) systems while others do not? Purpose: Most of the literature on MEP prefabrication is focused on its benefits, implying prefabrication is a rational choice, yet adoption rates remain low. The purpose of this study is to increase understanding in prefabrication decision-making. Research Method: Multiple case study research with a qualitative approach. Findings: The decision to prefabricate can result from a long lean implementation process or as an individual method to overcome a specific problem. Shortening cycle times and removing task dependencies to shorten the critical path are motivators for choosing to prefabricate. Additionally, cost savings during the project and improved productivity at the portfolio level are reasons for prefabricating. Tight schedules, late contractor involvement, and higher direct costs are reasons for not prefabricating, although cost- and schedule-related benefits are simultaneously acknowledged as benefits of prefabrication. Limitations: The study is limited by the low number of case projects and its emphasis on the Finnish market where MEP prefabrication is uncommon. Implications: The results support fact-based decision-making by highlighting reasons for prefabricating and the limitations of the evaluation methods. Additionally, required changes to production systems to realize the benefits of prefabrication are shown. Value for practitioners: The perceived benefits of prefabrication increase in certain circumstances, such as when takt production is utilized. The perceived benefits decrease when prefabrication is considered late in the process, is used instrumentally, or is isolated from other lean approaches. Keywords: prefabrication, choosing by advantages (CBA), Lean Construction Paper type: Full paper.

Purpose This paper aims to synthesise and assess the available literature with respect to critical success factors (CSFs) for lean implementation in higher education (HE). Design/methodology/approach A systematic literature review (SLR) was conducted to identify relevant publications in two of the most reliable academic databases: EBSCO and Scopus. The findings were evaluated and presented based on publication trends, authors’ features and content analysis. A Delphi study was also used to further refine the findings of the content analysis. Findings The SLR undertaken used a number of criteria to identify the relevant publications. The extracted publication set was evaluated and discussed providing valuable information in terms of publication trends, authors’ features and content analysis. The latter led to the identification of a set of CSFs for lean implementation in HE, which was further refined by a Delphi study to further enhance and strengthen the findings of the SLR. A total of seven CSFs were identified consisting of 28 sub-factors. The contribution of the identified CSFs for lean implementation in HE is discussed, along with how they can contribute to improving operational efficiency, service quality and student outcomes at higher education institutions (HEIs). Practical implications The findings of the present study cover a significant gap by providing sufficient knowledge on CSFs for lean implementation in HE, enhancing the theoretical understanding of lean for this specific sector. It also recognises how CSFs can enable an HEI to adopt and implement lean offering actionable insights for HEI stakeholders to achieve operational excellence and enhanced service quality. Originality/value This study offers valuable reference for both HE professionals and policymakers interested in applying lean in HE by not only identifying a set of CSFs and verifying them through a Delphi study but also by specifically indicating how they can lead to effective lean implementation in HEIs.

In the global economy, the apparel industry must outperform and improve the effectiveness and efficiency of its resources by implementing the lean concept. Waste as a non-added value was identified in one of the supply chain elements – the warehouse. Over time, it must be reduced to a minimum to minimize the company's cost burden and reduce complaints. Warehouse costs are part of logistics costs and have been part of Indonesia’s government since 2014, reaching 24% of Gross Domestic Product. By using the lean tools and methodology – DMAIC, 5Ws, and supported by simple software - Smartsheet and Excel, one of the apparel industries successfully achieved a decrease: overtime reduction 41.96%, customer complaints decreased 19.5%, and the accuracy of stock remained at a good performance 100%. Based on this result, lean concept implementation remains effective at eliminating waste in the warehouse.

Lean is a fundamental principle of waste reduction in business operations that also delivers. Lean energy efficiency means the elimination and reduction of energy consumption, cost reduction, optimisation of resource utilisation, and enhancement of operational processes. Embracing a lean transformation is crucial for organisations to gain a competitive edge. Therefore, this study aims to develop the conceptual model for lean energy efficiency and examine the impact of lean implementation towards energy efficiency in Malaysian companies. In addition, the study examines the mediating role of organisational culture in strengthening the relationship between lean practices and energy efficiency improvement and investigates the moderating effect of technology adoption in enhancing lean implementation and its subsequent impact on energy efficiency. Using a quantitative research design, this study will employ Structural Equation Modelling (SEM) to analyse the responses and outcomes. The study’s findings are expected to provide both theoretical and practical insights for industries seeking to integrate lean transformation with energy-efficient operations. This study will make a significant contribution to the Sustainable Development Goals (SDGs) through achieving substantial energy savings and promoting economic and environmental sustainability.

Lean Manufacturing Implementation Barriers for Micro, Small and Medium Industries in Tanzania: Fuzzy Analytical Hierarchy Process

ABSTRACT Manufacturing's transition to sustainable development depends on integrating green with lean under credible environmental policy and stakeholder engagement. Although benefits are well established, the literature underspecifies implementation barriers and their prioritisation. This study identifies, structures, and prioritises barriers to green–lean adoption using an Indonesia‐based, mixed‐methods design, producing a decision‐oriented roadmap for sustainable production. A structured literature review (SLR) informed a survey of manufacturing managers ( n = 132), with exploratory factor analysis (EFA) categorising barriers into five dimensions: managerial orchestration (MO), ecosystem and governance (EG), behaviour and belief (BB), knowledge and know‐how (KK) and tools, methodology and technology (TMT). An analytic hierarchy process (AHP) with a diverse expert panel ( n = 12) then ranked these dimensions and derived sequenced deployment guidance. MO and EG emerged as the most significant barriers, with salient impediments including inadequate top management support, substantial initial capital requirements, limited government incentives and resistance to organisational change; BB, KK and TMT factors further constrain diffusion via skills gaps and methodological complexity. We propose and validate a theory‐linked framework for green–lean integration (GLI) barriers—derived via EFA and prioritised with AHP—anchored in diffusion of innovation (DoI), institutional theory, resource‐based view (RBV)/dynamic capabilities and change‐management; the process is portable, whereas weights require local reestimation. Bounded by Indonesia's institutional conditions—regulatory stringency and enforcement, energy mix and cost structures, small and medium‐sized enterprises (SMEs) prevalence and supplier informality, and hierarchical managerial norms—this study delivers a decision‐oriented roadmap for Indonesian manufacturing and a clearly defined process (SLR → EFA validation → AHP prioritisation with consistency ratio [CR] control) that can be adapted, via local reweighting and replication, to settings with comparable profiles.

The construction industry has increasingly embraced lean construction methodologies to improve productivity, minimize waste, and enhance stakeholder value. Despite this growing trend, several challenges hinder the successful adoption of Lean Principles in developing countries. Within the Kurdistan Region of Iraq, the implementation of lean construction remains constrained by multiple barriers that have not been systematically examined. In this study, the challenges associated with lean construction adoption are explored through the application of Root Cause Analysis (RCA) techniques, including fishbone diagrams, Pareto charts, and the "5 Whys" method. RCA provides a structured and analytical approach for identifying the fundamental causes of systemic issues and determining their relative significance. The identified challenges are classified into five main categories: organizational, cultural and human attitudes, technical, governmental and regulatory, and financial. A total of forty-one challenges were recorded, among which twenty-eight were recognized as key obstacles to lean implementation. Moreover, an innovative methodological approach is introduced by focusing on the underlying causes rather than superficial manifestations of lean construction barriers in developing contexts. The findings offer valuable insights for policymakers, project managers, and industry stakeholders, enabling the formulation of targeted strategies that address systemic obstacles, promote organizational transformation, and establish a conducive environment for the effective implementation of lean practices.

This research examines the drivers of lean implementation in sustainable energy enterprises (SEEs) to balance efficiency, sustainability, and competitiveness. This research investigates the interdependence among lean drivers and classifies them by driving power and dependence. This study followed a novel mixed-method approach combining a systematic literature review for driver identification, interviews with entrepreneurs for expert consensus, and analysis using total interpretive structural modelling (TISM), cross-impact matrix multiplication applied to classification (MICMAC), and a graph-theoretic approach (GTA). The result indicated that leadership commitment, teamwork and collaboration, and time management are high drivers; cost reduction, resource optimization, and continuous improvement are linkage drivers; and customer focus and flexibility are found as dependent drivers, revealing the sustainable outcome. This provides a structured pathway for the SEEs for the lean implementation drivers, where prioritization is required. The exploration adds to the Resource-Based View, dynamic capability theory, system theory, etc. The study calls for policymakers’ interventions in designing capacity-building programmes, leadership training, and collaborations. This research incorporated the antecedents–decisions–outcomes (ADO) framework for highlighting the antecedents, leading to decisions, and the outcomes of the choices, with future research questions connecting with multiple sustainable development goals (SDGs), such as SDG7, SDG9, SDG12, and SDG13.

This study analyzes the factors affecting the implementation of Lean methodologies, as well as the resulting benefits, using Bosch Security Systems as a case study. In an uncertain and volatile environment, such as that created by Industry 4.0 technologies, companies must be committed to operations management to ensure their efficiency and competitiveness. In this context, Lean methodologies emerge as a powerful management tool, and this study aims to enhance their benefits by identifying the factors that may affect their implementation. By combining a literature review with a quantitative approach, a questionnaire was applied to collect empirical data, allowing this study to address the gap regarding employees’ perceptions of the factors affecting implementation and its operating benefits at a subsidiary of a European multinational group. Statistical analysis of the data enabled us to identify constraints to the consolidation of Lean methodologies and the creation of the following three integrated groups: (1) technical and operational factors; (2) human and cultural factors; and (3) organizational and management factors. In addition, this study provides evidence of significant gains in terms of efficiency, quality, flexibility, and customer focus. Therefore, this research deepens our understanding of Lean thinking in complex operational environments by highlighting the importance of an integrated, adaptive approach that focuses on employee involvement.

Purpose This study aims to elucidate how actors from communities that differ in their epistemic culture, i.e., specific aspects related to knowledge or its validation that make up how we know what we know, negotiate and translate process improvement knowledge through deliberate attempts to promote collaboration between them. Design/methodology/approach Using a longitudinal case study, a practice-based qualitative approach is deployed by using “practices” as the unit of analysis with sustained data collection over a 12-month period. Ethnographic methods were used to generate data from observations of the interactions between operations improvement advisors and target clinicians (nurses and doctors) at workshops, off-line interviews with the workshop participants before, between and after the workshops and background discussions with officials at the Department of Health responsible for the intervention. Findings If different epistemic cultures are brought together, “problems of proximity” emerge that highlight epistemic divides between the policymakers, operations managers (knowledge “advisors”) and clinician-manager (knowledge ‘targets). Humans, as epistemic cultures, are autopoietic systems. To continuously recreate, they need to remain closed and only selected channels allow for signals that need to be translated by the receiver. The findings support this argument that knowledge mobilization should be perceived as an act of translation rather than transfer, revealing an ongoing “collective conversation” between actors characterized by tensions as different epistemic cultures negotiate and translate process improvement knowledge in different ways. Originality/value The authors show that mobilizing knowledge across disciplinary boundaries in complex multi-stakeholder contexts involves translation across epistemic cultures. Neglecting this aspect may explain the failure of many lean health-care implementations. This moves research beyond rational, objectivist models of knowledge mobilization dominant in the operations management literature that assume the unproblematic transfer of knowledge.

Purpose: The paper aims to determine the adoption of lean management principles in the manufacturing industry, focusing on SMEs and analysing whether there are differences between enterprises according to their size. Methodology/Approach: The research was carried out using a questionnaire survey using objective sampling among managers of 433 manufacturing enterprises in the Czech Republic. Respondents rated the application of 26 lean management principles on a qualitative scale. Findings: The results show that the principles most commonly applied are respect for employees, customer orientation, personal responsibility, and safety procedures. Adopting lean principles is significant, depending on the size of the enterprise. Large enterprises have an advantage in systematically applying complex principles, such as standardisation and visualisation. Medium and small enterprises focus more on universal principles such as respect for employees’ Research Limitation/Implication: These results point to the need for a differentiated approach in implementing lean principles depending on the size of the enterprise. For lean management in SMEs, it is necessary to overcome their barriers and deal with challenges, from financial constraints to cultural resistance. Originality/Value of paper: The paper highlights the structural barriers of small and medium-sized enterprises in implementing complex lean principles. It contributes to the ongoing debate on why lean implementation in SMEs differs and why more demanding systems or advanced automation often fail.

This paper aims to investigate the effect of transformational leadership on the implementation of soft lean practices in Jordanian public service organizations. The study adopts a quantitative research approach. A questionnaire was designed and electronically distributed to participants from seven Jordanian public service organizations in the capital, Amman, yielding 399 valid responses for analysis. The data were analyzed using SEM with smartPLS. The results revealed a significant effect of transformational leadership on lean practices, specifically in areas such as employee involvement and training, problem-solving, customer involvement, and continuous improvement. The study has several implications, including the enhancement of transformational leadership styles and methods for improving soft lean management practices within the public sector. Notably, given the considerable number of variables that could impact an organization’s lean journey, the findings underscore the significant role that transformational leadership plays in implementing lean soft practices.

Purpose This study demonstrates how lean tools and total quality management (TQM) methodologies can improve operational efficiency and competitiveness in port operations. Design/methodology/approach Data from three ports (United States, Costa Rica and Spain) were gathered via field observations, focus group discussions and interviews. Key processes analyzed were crane operations, yard management and gate inbound/outbound operations. Lean tools applied included fishbone analysis, value stream mapping (VSM), overall equipment effectiveness (OEE), DMAIC, bottleneck analysis, Kanban, 5S and quality function deployment (QFD). A benchmarking map was created to compare performance and guide lean implementation. Findings The US port achieved the highest level of operational efficiency through comprehensive lean tool adoption and training. Costa Rica excelled in yard operations but lagged elsewhere due to limited lean practice use. Spain actively used lean tools, but isolated application reduced their effectiveness. Research limitations/implications This study provides valuable insights into applying lean tools in port operations, but has notable limitations. It examined only three ports in different countries, each with unique regulatory and cultural contexts, limiting the generalizability of findings. The reliance on qualitative data offers rich detail but may introduce bias and lacks quantitative performance metrics. Confidentiality agreements also restricted disclosure of operational details, reducing comparative depth. Future research should expand the sample size to include more geographically and operationally diverse ports. Incorporating larger datasets and varied case studies would strengthen benchmarking frameworks. Practical implications This paper demonstrates how various lean tools help ports align with strategic objectives and foster continuous improvement. The benchmarking map provides a visual guide for implementing or refining lean practices. Originality/value This study provides practical insights into the application of lean and TQM tools in port environments and offers a structured benchmarking framework to support performance improvement across diverse operational contexts.

Environmental sustainability in the manufacturing industry has garnered widespread attention from researchers and practitioners. Many companies have adopted Lean Manufacturing (LM) principles to enhance their performance; however, they have often failed to reap the full benefits of implementing LM in terms of environmental sustainability. This study aims to build a framework combining LM and sustainability to improve environmental sustainability achievements and apply the framework in a company. The study employed a mixed-methods approach to gain an in-depth understanding of the integration of LM and sustainability in enhancing sustainable environmental performance. This study involved eight respondents in the Delphi, AHP, and FMEA processes (four managers and four supervisors). The findings indicate that the integration of LM and sustainability principles can improve environmental sustainability achievements, as demonstrated by the increase in the Environmental Sustainability Index (ESI = 92.8), which is measured based on three indicators of environmental sustainability: energy efficiency, material use, and water use. This study differs from previous works by operationalizing the PEMIC methodology as a practical framework for sustainable lean implementation in the automotive manufacturing sector. The findings of this study provide implications for the importance of environmental sustainability in achieving sustainable manufacturing performance.

Objectives: This study explored the extent of lean thinking application in Kenya’s public chartered universities; examined the relationship between lean thinking and university performance and evaluated the possible intervening effect of leadership on this relationship. Theoretical Framework: The study was underpinned by the Theory of Constraint (TOC) and Transformational Leadership Theory (TLT). Method: A cross-sectional study design was applied, and using a purposive sample of 20 out of 31 public chartered universities, a questionnaire was administered to academic registrars where 18 universities responded. Analysis of data involved descriptive and regression techniques Results and Discussions: Findings revealed that lean principles and practices were being applied in Kenya’s public universities although no university had declared full lean implementation. Further, lean thinking had a significant positive but moderate influence on university performance. Additionally, leadership exhibited a partial, positive intervening influence on the relationship between lean thinking and university performance. The study affirms that lean thinking can improve university performance, but requires strong leadership support and commitment. One notable limitation was the reliance on academic registrars. Future research should involve academic staff and students to better reflect lean's customer-centered approach. Research Implications: This study contributes to literature by demonstrating the positive link between lean thinking and organizational performance. Further, by viewing waste as a constraint and the intervening variable as a contingent factor, the research contributes to theory by integrating TOC and TLT with lean thinking in the context of organizational performance improvement. Originality/Value: The study provides practical insights for policymakers particularly in the HE sector, and university managements seeking to drive institutional efficiency and effectiveness. The findings are expected to stimulate implementation of lean thinking across Kenyan universities and other developing countries, beginning with lean leadership development.

This study implemented a Lean Six Sigma (LSS) methodology to enhance the productivity of the mechanical and industrial engineering technology workshops of an international higher education institution. The efficiency and effectiveness of the engineering workshops were often compromised by poor housekeeping and operational practices, which resulted in incomplete tasks, long operational and activity times, disorganized tools, cluttered workspaces, and a lack of systematic processes for managing materials. These issues led to waste in the form of lost time, unnecessary movement, and safety risks. This eventually affected the overall productivity of the workshops. Following the combination of the Define, Measure, Analyze, Improve, and Control (DMAIC) methodology of Six Sigma with Lean manufacturing, the investigation was conducted in two parts. The first part of this research mainly consisted of measuring the existing state of the three workshops to map the process and frame issues and origins of variations. During the second part of this study, the focus shifted towards Lean thinking while applying the chosen Lean Six Sigma (LSS) tools. Implementation revealed several benefits in the workshops during each phase of DMAIC. A Plan–Do–Check–Act (PDCA) continuous improvement board was installed in the main workshop to promote continuous improvement and sustainability. The process capability increased for the main workshop and welding laboratory, which shows an increase in service and performance standards after LSS implementation. For the main workshop, the process capability ‘Cp’ increased from 0.33 to 1.24 and the process capability index (Cpk) increased from 0.26 to 0.99. The process capability index (Cpk) for the main workshop increased; however, it did not reach the value of 1.33 due to the computer workstation installation not being completed during the study. The welding laboratory showed an increased ‘Cp’ from 0.67 to 2.13, and the process capability index (Cpk) increased from 0.18 to 1.34. The layout of the workshop office was improved to support efficient workflow by providing easy access to frequently used resources while keeping movement paths clear, thereby minimizing interruptions and promoting productivity. As a result, machines and tools were used more productively and operation times decreased. The mechanical workshops can continue increasing their process capability by following the outcomes and findings of the current study, leading to sustainable quality, efficiency, and operational reliability improvements.

This study aims to investigate the key attributes of Lean leadership that can mitigate barriers faced during the implementation of continuous improvement in the healthcare sector, with a focus on hospitals and clinics. The research is guided by the following question: How can Lean leadership attributes contribute to overcoming barriers in Lean implementation for problem-solving? To address this question, a systematic literature review was conducted following the PRISMA methodology, covering 54 articles published between 2016 and 2023 in the Science Direct, Emerald, and Scopus databases. The analysis identified 16 Lean leadership attributes: persuasion, communication, analytical vision, adaptability, strategic/objective vision, continuous improvement culture, coaching (training), organizational climate management, resource management, accountability and commitment, self-confidence/self-awareness-based leadership model, resilience, customer focus, empathy-based leadership, ethics/credibility, and delegation and empowerment. Concurrently, 10 major barriers were mapped: resistance to change, organizational culture, limited resources, ineffective communication, process complexity, impatience with delayed results, lack of employee/stakeholder involvement, lack of knowledge and training, lack of planning/conflicting priorities, and lack of top management support/commitment. The attributes were organized into three categories: communication skills, behavioral skills, and decision-making skills. The barriers were also grouped into three types: behavioral, structural, and competency-related. The relationship between these groups resulted in three key premises: (i) Behavioral barriers can be mitigated by communication and decision-making skills; (ii) Structural barriers can be addressed by behavioral and decision-making skills; and (iii) Competency-related barriers can be overcome by communication and behavioral skills. The findings highlight that developing specific Lean leadership competencies is essential to creating an organizational environment conducive to cultural change, team engagement, and the sustainability of Lean practices. Thus, this study provides theoretical and practical insights for training managers capable of leading transformations in complex and dynamic contexts such as healthcare.

Purpose The accurate scheduling of road construction projects is crucial for their success. However, inadequacies in scheduling processes can adversely affect project execution. Therefore, to ensure the success of road construction projects, it is essential to implement programming strategies that go beyond traditional limitations, improving resource utilisation and operational execution to maximise performance and minimise waste. Hence, this paper aims to examine how Lean Construction approaches can address scheduling deficiencies in road construction projects. Design/methodology/approach The research method adopted includes five main stages: (1) identification of Lean Construction approaches, (2) selection of causes of deficiencies in schedule planning, (3) estimation of the influence of Lean approaches on mitigating these deficiencies, (4) characterisation of the selected Lean approaches and (5) Analysis of road projects with Lean implementation. Findings The findings indicate that the most influential Lean Construction approaches in mitigating scheduling deficiencies are the Big Room, building information modelling, Last Planner System, Line of Balance Method and Supply Chain Integration. Practical implications The results of this research offer helpful insights for construction managers and practitioners. Adopting the identified Lean approaches can enhance scheduling processes, optimise resource use and improve collaboration among project stakeholders, leading to more agile and adaptive project execution. Originality/value This study provides a novel exploration of the application of Lean Construction methodologies, specifically in road construction scheduling. The research fills a gap in the literature regarding the practical implementation and benefits of Lean approaches in mitigating scheduling deficiencies in this sector.

As aviation Maintenance, Repair, and Overhaul (MRO) operations become increasingly complex, Lean Manufacturing offers strategic benefits in improving efficiency and sustaining performance. However, its adaptation in service-oriented MRO settings, particularly in developing countries, remains insufficiently studied. This research investigates lean implementation across three Philippine aviation contexts: a commercial MRO (Lufthansa Technik Philippines), a general aviation center (Omni Aviation), and an academic training facility (Philippine State College of Aeronautics, PhilSCA). Using a mixed-methods case study design, data were collected from 30 semi-structured interviews, direct observations, and operational metrics, including turnaround time (TAT), rework frequency, and technician productivity. Findings indicate that lean tools, such as 5S, Kaizen, and Value Stream Mapping, improve workflow efficiency and reduce errors when adapted to institutional conditions. At PhilSCA, lean functions as a pedagogical framework, aligning instruction with industry needs. The study presents an integrated analytical model that combines the Human Factors Analysis and Classification System (HFACS) with the Maintenance Process Cycle to examine both technical and human factors. While grounded in the Philippine MRO sector, the findings offer relevant insights for similar settings in emerging economies, emphasizing the importance of leadership, contextual adaptation, and the need for training reform to sustain lean transformation.

Purpose The current research aims to explore the lean culture (LC) concept, particularly from the organisational psychology (OPS) perspective and justify its relevance by revealing its relationships with other related organisational concepts reported in the academic literature. Design/methodology/approach A systematic literature review (SLR) of peer-reviewed journal articles and conference proceedings identified a total of 522 articles, published between 2014 and 2024. It was collected from four databases: Emerald Online, EBSCO, OpenAIRE and Google Scholar. Finally, 63 articles were included for thematic and relational analysis to answer research questions. Findings The thematic analysis identified the following OPS concepts meaningfully connected to LC: motivation, engagement, empowerment, involvement, teamwork, training and learning, mutual respect, trust, consistency and commitments of leadership, management and employees. The study also revealed that LC directly impacts several organisational concepts, including lean management and manufacturing implementation, management, leadership, organisational culture, academic corruption, positive organisational politics, corporate and supply chain competitiveness and green practices. Additionally, LC positively moderates and mediates the relationship between organisational concepts like lean practice, sustainable performance and operational excellence. These relationships justify the relevance of LC in organisations. Originality/value It is hoped that this research will contribute to a deeper understanding of LC by exploring its connection with OPS concepts and analysing its relevance concerning other organisational concepts.