Classification and relationships between risks that affect lean production implementation

Abstract

Purpose – The purpose of this paper is twofold: to classify the risks that affect the lean production implementation (LPI) process, and to demonstrate how that classification can help to identify the relationships between the risks. Design/methodology/approach – Initially, a survey was conducted to identify the probability and impact of 14 risks in LPI, which had been identified based on a literature review. The sample comprised 57 respondents, from companies in the south of Brazil. An exploratory factor analysis was carried out to analyze the results of the survey, allowing the identification of three groups of risks in LPI. Then, a case study was conducted in one of the companies represented in the survey, in order to identify examples of relationships between the risks. Multiple sources of evidence were used in the case study, such as interviews, observations and documents analysis. Findings – The risks that affect LPI were grouped into three categories: management of the process of LPI, top and middle management support and shop floor involvement. A number of examples of relationships between the risks were identified. Research limitations/implications – The survey was limited to companies from the south of Brazil and therefore its results cannot be completelly generalized to other companies. Moreover, the results of the survey were not subjected to a confirmatory factor analysis. Originality/value – This study helps to improve the understanding of LPI, as: it re-interprets the factors, barriers and difficulties for LPI from the perspective of risk management, which had not been used for that purpose so far; it presents a classification of the risks that affect LPI, which can support the understanding of the relationships between the risks and, as a result, it can support the development of more effective methods for LPI.