A relational analysis of drivers and barriers of lean manufacturing

Abstract

PurposeThe purpose of this study is to categorize and analyse the drivers and barriers of Lean Manufacturing (LM) and subsequently, based on the structural model develop a house of lean management which will give an idea to the academicians and practitioners about the factors that are critical to implement lean practices in an organization.Design/methodology/approachA list of drivers and barriers was prepared based on the literature review and opinions from experts. Total Interpretive Structural Modelling (TISM) was utilized to build a structural hierarchy of the drivers and barriers of LM. The structural hierarchy was utilized to build the house of lean management.FindingsBased on the hierarchy developed, the elements (drivers and barriers) of LM are classified into three groups: bottom-level, middle-level and top-level elements. To develop a house of lean management, bottom-level of elements were considered as a foundation, middle-level elements were considered as pillars and top-level elements were considered as a beam. Finally, foundation, pillars and beam of the house were used to support the roof (which is value to customers and profitability to firm).Practical implicationsThe outcome of this research can assist researchers as well as practitioners to enhance the significant drivers and to reduce the impact of hazardous barriers for the better implementation of lean practices.Originality/valueThis research is a novel approach, as it visibly demonstrates both the drivers and barriers, examines the interrelationships among them in order and shows them pictorially as the house of lean management.