Success Factors Of Lean Implementation Research Articles

Evaluating the critical success factors for lean implementation in SMEs in Northern India using VIKOR approach

Lean manufacturing is a proven methodology for enhancing the performance of SMEs but its application in SMEs requires some factors, i.e., critical success factors which are mandatory for boosting the implementation purposes. So, in this present investigation, 13 critical success factors that have profound effect on lean implementation have been selected after reviewing the literature and analyzed using the VIKOR approach with reference to SMEs in Northern India. VIKOR is a multi-criteria decision-making approach and an innovative method for arriving at the best solution to complex problems. The investigation reveals that management vision, training, business model, upgradation with time and participation of everyone in the organisation play a decisive role in implementing lean on the organisation floors. It is the management that prepares long time plans with a business model in mind and involves the people in them for the purpose of enhancement because they feel that it will ultimately reward them in the time to come even in times of recession.

Critical Success Factors of Lean Implementation in the Construction Industry

Lean implementation aims to maximize customer satisfaction while minimizing waste. However, the Lean philosophy has not yet been well understood in the construction industry due to complex and dynamic nature of construction projects. Even though Lean efforts in construction have recently gained popularity, there are still problems with the implementation processes. Therefore, it is essential to identify critical success factors (CSFs) in Lean implementation for conducting projects more effectively. Due to lack of studies in revealing CSFs in Lean implementation and the need for an up-to-date Lean implementation roadmap, this article provides an extensive set of CSFs for construction practitioners to benefit in their projects. Within this context, 27 variables were identified through an in-depth literature review. Moreover, a survey is designed and given to Lean practitioners to rank the variables based on their importance. The findings of the survey indicate that management commitment is ranked as the most important driver of Lean implementation, whereas the supportive nature of governmental regulations in Lean is ranked as the least important. A factor analysis of CSFs result in six factor groups, namely motivational factors, project factors, strategic and policy factors, company factors, technical factors, and workforce and resource factors.

How to build a quality management climate in a small to medium enterprise: an action research project

PurposeThe purpose of this paper is to share the successful lean implementation experience of a small to medium enterprise (SME) and the resultant performance improvement including the development of a quality management climate.Design/methodology/approachAn action research (AR) approach was used with two successive rounds of interventions.FindingsThe results from this project show that the organization was indeed able to build a quality climate as measured by the total defect count. Results include a measurable reduction in non-conformances.Research limitations/implicationsThe study took place in a single organization and, as such, it is difficult to generalize the results of the research. However, the benefit of studying one organization is the depth at which the organization may be studied. The major takeaway is that any organization of any size or any industry can increase the quality climate of the organization by intensely focusing on a minimal number of high-impact factors.Originality/valueThe research fills a gap identified in the literature regarding the critical success factors for lean implementation in SMEs and practitioner/academic collaboration in research activities. Moreover, there are very few research studies in the lean literature that provide the practical insights that may be garnered from an AR approach. Thus, both the context and methodological approach contribute to the literature.

The use of Lean tools to reduce inpatient waiting time in a Thai public hospital: an action research study

PurposeThe aims of this paper are to illustrate the use of Lean tools to reduce inpatient waiting time and to evaluate critical success factors of Lean implementation in an inpatient pharmacy in a Thai public hospital.Design/methodology/approachThis study was carried out through action research methodology by following four key phases: identification of problems; planning action; taking action; and evaluation. In the “taking action” phase, Lean tools, including value stream mapping and 5S were implemented to improve dispensing process in an inpatient pharmacy. In the “evaluation phase”, the critical success factors of Lean implementation in an inpatient pharmacy were evaluated by the participants.FindingsLean methodology was successfully implemented to reduce the waiting time associated with a three days dose distribution system. As a result of Lean application, the average process time reduced from 8.81 to 7.2 min and the standard deviation reduced from 5.49 to 4.45 min. Moreover, the support of middle management and the leadership were the key success factors of Lean implementation in an inpatient pharmacy.Practical implicationsHospitals can improve the dispensing process by using Lean tools which are easy to apply and use. This study is appropriate for hospital managers looking for changes in pharmacy services or other departments.Originality/valueThis is the first study that has applied Lean tools to improve the dispensing process in an inpatient pharmacy in Thai hospitals. This study offers important insights into the critical success factors of Lean employment in the inpatient pharmacy.

Determining critical success factors for lean implementation

When making the transition to a lean enterprise, many companies seek to understand if they are ready to begin the culture change required, or perhaps how far along they are in the journey. Organisations need to understand how they are doing, how far along they are, and if they are ready for a transition. This paper describes the data collection, analysis, and results of an internationally deployed survey aimed at understanding what factors are critical for a successful lean implementation. The survey respondents represented regions all over the world, with a combined experience of approximately 2000 years. The survey results were analysed utilising regression techniques. Through the analysis several critical factors were identified that directly correlated to a deeply rooted lean culture. The results found that 13 attributes, which correspond to specific survey questions, were identified that accounted for over 90% of the variation in the survey data. Additionally, four factors were identified that accounted for over 82% of the variation. In addition to the details of the survey, review of relevant literature is also discussed. Further, a thorough review of the regression analysis and results is presented, along with a discussion on the conclusions, limitations, and future work.

A Lean Implementation Success Model for the Construction Industry

The philosophy of Lean aims to maximize customer satisfaction while minimizing waste. However, complex, dynamic, and project-based nature of construction projects bring up uncertainties in achieving benefits of Lean implementations (i.e., improvements in the schedule, budget, safety, and quality). The major objective of this study is to propose a comprehensive success model for Lean implementation in the construction industry. Within this context, a set of success criteria are identified based on extensive literature research, and the criteria set are classified into seven categories namely the financial, managerial, technical, workforce, culture, government, and communication. Then, an analytical network process (ANP) model is developed in order to reveal the links between the attributes of success while computing the importance weights of these attributes by the expert team of five. Data used for the ANP model are collected from eight experienced civil engineers through a questionnaire administered in two parts. Delphi method was adopted in the questionnaire administration, where several rounds of questionnaires were sent to the group of experts. Lean training, availability of Lean tools and techniques and market share were found as the most important success factors of Lean implementation. The performance of the proposed model is tested on six different construction projects and the results were evaluated to validate the ANP model. The study is expected to lead Lean practitioners and Engineering Managers with overcoming challenges in Lean implementation process and guide them about success parameters to consider and prioritize tasks when implementing Lean in their organizations.

SUCCESS FACTORS FOR LEAN HEALTHCARE IMPLEMENTATION: AN EXPLORATORY CASE STUDY IN A BRAZILIAN HOSPITAL

This article analyzes the factors required for a successful lean implementation within the context of healthcare operations. For this purpose, a literature review was conducted to identify the success factors of lean implementation in healthcare settings. The paper adopts a case study methodology to investigate how a Brazilian hospital, which intends to be lean, has been prepared to achieve this goal. The studied hospital is in the process of lean implementation and has faced many challenges in this journey. This research analyzed seven success factors: (a) commitment from top management; (b) lean team; (c) strategy alignment; (d) understanding value; (e) training and engagement; (f) assess and control. Despite being in an initial stage of implementation, the hospital demonstrated a partial level of lean readiness. However, it still faces hard challenges in the implementation, especially regarding employees’ engagement. This paper contributes to the literature on lean healthcare implementation and offers recommendations for managers striving to implement lean in their organizations.

Evaluating the Critical success factors for Lean implementation in SMEs in Northern India using VIKOR Approach

Evaluating the Critical success factors for Lean implementation in SMEs in Northern India using VIKOR Approach

Implementing Lean Tools to Streamline Banking Operations : A Case Study of a Small Lebanese Bank

The purpose of this paper is to discuss the benefits generated from the application of lean tools in banking services. We will highlight on challenges, advantages, and principal success factors for lean implementation. As financial markets are experiencing changes so it’s mandatory to create a streamlined bank to meet the new expectations in a timely manner while continuing to lower operational costs. The methodology used is a case study research based on a participant observation, in which we describe and analyze the implementation of VSM lean tool in a real banking environment. The main findings illustrate the great potential and capabilities of the lean tools when implemented. VSM is a very helpful Lean tool for banks to embrace disruptive technologies and create better experiences for customers and employees. We argue that to maintain and realize a sustainable achievement, lean practices must be adjusted and become a characteristic of bank culture.

Assessment methodology for Lean Practices in healthcare organizations: case study in a Brazilian public hospital

Abstract Paper aims This article aims at proposing a methodology for assessing lean practices in healthcare organizations that are undergoing a lean implementation. Originality The proposed methodology evaluates healthcare organizations and help managers identify the relationships intensities between their problems and lean practices. This application occurs in a case study in an Emergency Department from a Brazilian public hospital. Research method The proposed methodology provides a theoretical framework that addresses lean practices according to fundamental aspects of the organization, such as people, partnerships, results, processes and leadership, corroborating to a systemic view of lean implementation and facilitating its long-term sustainability. Main findings Our findings provide guidelines for the public hospital leadership, allowing a clear focus on the improvement efforts that can mitigate problems. Implications for theory and practice Due to contextual diversity, the understanding of the critical success factors for lean implementation under such conditions deserves attention. Hence, the proposed method allows practitioners and academics to better comprehend the lean implementation within healthcare organizations. Such enhanced comprehension allows to anticipate potential issues throughout the lean implementation, entailing more assertive efforts. Moreover, accounting for specific problems when designing the lean implementation avoids the utilization of a general and ineffective approach.

Lean production in SMEs: literature review and reflection on future challenges

ABSTRACTIt is an opportune moment to an extended literature review of lean implementation in SMEs given the recent serious research attention. Therefore, this paper presents an extensive review of more than 100 published papers on lean in SMEs. A classification scheme is then suggested. Accordingly, the reviewed papers were classified first according to their research content to six categories: Literature survey, Impact on performance, Critical Success factors, Implementation Framework, Status of implementation, Measurement. Afterwards, research methodologies employed in previous studies were categorized into conceptual, descriptive, comparative, empirical, exploratory cross‐sectional and exploratory longitudinal approaches. Consequently, various emerging issues in this topic were identified, namely, status of lean implementation in SMEs in developing countries, integration of lean in SMEs with green manufacturing, critical success factors of lean implementation in SMEs, suitability of lean tools for SMEs, framework of implementation of lean in SMEs and measurement system of lean change in SMEs.

Critical success factors for Lean implementation in IT outsourcing relationships

PurposeFollowing positive results of Lean implementation in manufacturing environments, Lean has become an emerging philosophy for clients and suppliers of information technology (IT) services. However, how to implement Lean in IT outsourcing relationships has been addressed sparsely in academic literature. The purpose of this paper is to investigate critical success factors (CSFs) for implementing Lean in IT outsourcing relationships. Key findings, implications and avenues for future research are discussed.Design/methodology/approachSix IT outsourcing relationships were qualitatively investigated by means of 36 semi-structured interviews. CSFs were identified based on interview transcription analyses, selection techniques and expert reviews.FindingsIn total, 16 CSFs for Lean implementation in IT outsourcing relationships are identified and described.Practical implicationsThe CSFs presented in this paper indicate key areas that deserve managerial attention to steer Lean implementation efforts in IT outsourcing relationships in a favorable direction.Originality/valueThis study is the first to describe the phenomenon of “Lean IT outsourcing” and provides researchers and practitioners with a foundation to further examine Lean implementation in IT outsourcing relationships.

Implementing lean—Outcomes from SME case studies

The purpose of this work was to identify critical success factors for lean implementation. It followed two first-time implementations of lean in small to medium-sized enterprises (SMEs). The case studies collectively spanned over four years. It was observed that the real problem with achieving lean success was not management commitment but their ignorance of what they should commit to, hence a knowledge problem. This paper provides new insights into the role of knowledge as a causal factor in the successful implementation of lean and especially in organisations with limited resources. For practitioners, management knowledge needs active consideration in the implementation phase. Management knowledge is particularly significant in SME implementations due to their resource constraints. Researchers still need to define the success factors more explicitly, including the specific management commitments.

Lean implementation within SMEs: a literature review

Purpose– Lean business ideology has been one of the recent dominant research areas in operations management. However, there is a dearth of research focusing on Lean in small- and medium-sized enterprises (SMEs). The purpose of this paper is to fill this gap by systematically reviewing the literature in relation to the implementation of Lean in SMEs.Design/methodology/approach– Tranfieldet al.’s (2003) systematic review methodology was employed covering three stages: planning, conducting and reporting/dissemination.Findings– A descriptive analysis of the papers reviewed is provided. From the thematic analysis of the literature four main themes are identified: the scope/type of Lean being adopted by SMEs, how Lean is used in SMEs, the impact of Lean implementation on SMEs and the critical success factors for Lean implementation in SMEs. Key inhibitors and enablers related to firm size when implementing Lean are also identified in the concluding discussion.Research limitations/implications– Nine recommendations for future research are developed associated with Lean implementation in SMEs.Practical implications– The authors suggest SMEs to integrate organisational factors such as employee empowerment and the development of a supportive strategy into their Lean implementation plans. A preliminary “Staircase Road Map” to guide SMEs in implementing Lean is also developed.Originality/value– This paper goes beyond previous literature reviews of Lean by systematically and critically evaluating key themes of Lean implementation within an SME environment. It not only provides a road map for SME owners/managers who intend to implement Lean, but also provides the academic community with an agenda for future research.

The critical success factors for successful lean implementation in hospitals

Lean initiatives have been widely used to improve productivity. Several factors should be addressed while implementing lean initiatives in hospitals. In the present work, critical success factors (CSFs) of lean implementation in hospitals were investigated. Published lean CSFs were reviewed and grouped into five categories, i.e., strategic orientation, organisation culture, management system, implementation process, and implementation team. The contribution of the proposed model is twofold: 1) it demonstrates the critical success factors of lean implementation in hospital services; 2) it investigates CSF effects on lean success via structural equation modelling (SEM). The results explore and demonstrate evidence for significant relationships between those factors and lean success which support the proposed hypotheses. The findings are discussed and further researches are offered.

Critical success factors for lean implementation within SMEs

PurposeThe aim of this research paper is to present the critical factors that constitute a successful implementation of lean manufacturing within manufacturing SMEs.Design/methodology/approachA combination of comprehensive literature review and visits to ten SMEs based in the East of the UK were employed in the study. The companies' practices were observed to highlight the degree of lean manufacturing utilisation within these companies. This was followed by interviewing of the relevant and key personnel involved in lean implementation. Results were analysed and validated through workshops, case studies and Delphi techniques.FindingsSeveral critical factors that determine the success of implementing the concept of lean manufacturing within SMEs are identified. Leadership, management, finance organisational culture and skills and expertise, amongst other factors; are classified as the most pertinent issues critical for the successful adoption of lean manufacturing within SMEs environment.Research limitations/implicationsContinued scepticism within SMEs about the benefits of lean to their business is one of the fundamental limitations this research faces. SMEs are, therefore, not very willing to provide useful information and data, timely for further investigation.Originality/valueThe novelty of this research project stems from the realisation of critical factors determining a successful implementation of lean manufacturing within SMEs environment. The results would provide SMEs with indicators and guidelines for a successful implementation of lean principles.