Prominent obstacles to lean

Abstract

PurposeThis article aims to explore that despite the prominence of lean since 1990, there still exist ambiguous perceptions about the prominent obstacles preventing organisations either adopting lean or thwarting its wider implementation.Design/methodology/approachA total of 68 UK manufacturing organisations operating lean were analysed in an effort to elucidate the factors contributing to the low numbers of successful lean conversions. Surveys were utilised as part of the research methodology supplemented with seven extensive case studies in a validating exercise.FindingsThe prominent barriers are clearly identified in relation to the organisation's size, which should assist organisations about to embark upon their respective lean journeys. The preventative proposals should improve the implementation records.Research limitations/implicationsThe research focuses on manufacturing organisations in the UK, and should greatly benefit companies and managers in their respective lean endeavours.Practical implicationsWhile the barriers were identified, their prominence and type varied amongst the sizes of the organisation. Equally, remedial strategies are proposed to improve the poor implementation record.Social implicationsIn the UK a successful implementation rate of less than 10 per cent is not beneficial for either employees or employers, and is accompanied by a poor use of the external and internal funding available to organisations embarking upon lean.Originality/valueThe preventative strategies should greatly benefit lean managers and improve the poor implementation rates in the UK. Correlating the barriers encountered to the size of an organisation would aid this process.