Prioritization of barriers to lean implementation in Indian automotive small & medium sized enterprises

• Autorzy: Tiwari R. K. , Tiwari J. K.

Identyfikatory

DOI

10.24425/119526

• Języki publikacji: EN

Abstrakty

EN

Lean manufacturing has been the most deliberated concept ever since its introduction. Many organization across the world implemented lean concept and witnessed dramatic improvements in all contemporary performance parameters. Lean manufacturing has been a sort of mirage for the Indian automotive industry. The present research investigated the key lean barriers to lean implementation through literature survey, confirmatory factor analysis, multiple regression, and analytic network process. The general factors to lean implementation were inadequate lean planning, resource constraints, half-hearted commitment from management, and behavioral issues. The most important factor in the context of lean implementation in Indian automotive industry was inadequate lean planning found with the help of confirmatory factor analysis and multiple regression analysis. Further analysis of these extracted factors through analytic network process suggested the key lean barriers in Indian automotive industry, starting from the most important were absence of proper lean implementation methodology, lack of customer focus, absence of proper lean measurement system, inadequate capital, improper selection of lean tools & practices, leadership issues, resistance to change, and poorly defined roles & responsibilities. Though literature identifying various lean barriers are available. The novelty of current research emerges from the identification and subsequent prioritization of key lean barriers within Indian automotive SMEs environment. The research assists in smooth transition from traditional to lean system by identifying key barriers and developing customized framework of lean implementation for Indian automotive SMEs.

Słowa kluczowe

EN

lean barriers; prioritization; Indian automotive SMEs; confirmatory factor analysis; multiple regression; analytic network process; super decision software

• Wydawca: Production Engineering Committee of the Polish Academy of Sciences ; Polish Association for Production Management
• Czasopismo: Management and Production Engineering Review
• Rocznik: 2018
• Tom: Vol. 9, No. 2
• Strony: 69--79
• Opis fizyczny: Bibliogr. 28 poz., rys., tab.

Twórcy

autor

Tiwari R. K.

• Chhattisgarh Swami Vivekanand Technical University (CSVTU) Newai, P.O.-Newai, District-Durg, Chhattisgarh – 491107
• ITM University Gwalior-India

autor

Tiwari J. K.

• Department of mechanical engineering in SSTC, Bhilai-India

Bibliografia

• [1] Womack J.P., Jones D.T., Roos D., Machine that changed the world, Simon and Schuster, 1990.
• [2] Bhasin S., Performance of Lean in large organisations, Journal of Manufacturing Systems, 31(3), 349–357, 2012.
• [3] Radnor Z., Osborne S.P., Lean: a failed theory for public services?, Public Management Review, 15(2), 265–287, 2013.
• [4] Ulewicz R., Kucęba R., Identification of problems of implementation of Lean concept in the SME sector, Ekonomia i Zarzadzanie, 8(1), 19–25, 2016.
• [5] Netland T.H., Critical success factors for implementing lean production: the effect of contingencies, International Journal of Production Research, 54, 8, 2433–2448, 2016.
• [6] Antosz K., Stadnicka D., Lean philosophy implementation in SMEs – study results, Procedia Engineering, 182, 25–32, 2017.
• [7] Shrimali A.K., Soni V.K., Barriers to Lean Implementation in Small and Medium-Sized Indian Enterprises, International Journal of Mechanical Engineering and Technology, 8(6), 2017.
• [8] Lodgaard E., Ingvaldsen J.A., Gamme I., Aschehoug S., Barriers to lean implementation: perceptions of top managers, middle managers and workers, Procedia CIRP, 57, 595–600, 2016.
• [9] Achanga P., Shehab E., Roy R., Nelder G., Critical success factors for lean implementation within SMEs, Journal of Manufacturing Technology Management, 17(4), 460–471, 2006.
• [10] Garcia-Sabater J.J., Marin-Garcia J.A., Can we still talk about continuous improvement? Rethinking enablers and inhibitors for successful implementation, International Journal of Technology Management, 55(1/2), 28–42, 2011.
• [11] Dora M., Kumar M., Gellynck X., Determinants and barriers to lean implementation in food-processing SMEs – a multiple case analysis, Production Planning & Control, 27(1), 1–23, 2016.
• [12] Marodin G.A., Saurin T.A., Implementing lean production systems: research areas and opportunities for future studies, International Journal of Production Research, 51(22), 6663–6680, 2013.
• [13] Samuel D., Found P., Williams S.J., How did the publication of the book The Machine That Changed The World change management thinking? Exploring 25 years of lean literature, International Journal of Operations & Production Management, 35(10), 1386–1407, 2015.
• [14] Salonitis K., Tsinopoulos C., Drivers and Barriers of Lean Implementation in the Greek Manufacturing Sector, Procedia CIRP, 57, 189–194, 2016.
• [15] Malmbrandt M., ˚Ahlstr¨om P., An instrument for assessing lean service adoption, International Journal of Operations & Production Management, 33(9), 1131–1165, 2013.
• [16] Kumar A., The challenges to the implementation of lean manufacturing, International Journal of Engineering Science & Advanced Technology, 4(4), 307–312, 2014.
• [17] Behrouzi F., Wong K.Y., Lean performance evaluation of manufacturing systems: a dynamic and innovative approach, Procedia Computer Science, 3, 388–395, 2011.
• [18] Raj T., Shankar R., Suhaib M., An ISM approach for modelling the enablers of flexible manufacturing system: the case for India, International Journal of Production Research, 46(24), 6883–6912, 2008.
• [19] Esfandyari A., Osman M.R., Success and failure issues to lead lean manufacturing implementation, 4th International Management Conference, 4, 1, 134– 143, 2010.
• [20] Worley J.M., Doolen T.L., The role of communication and management support in a lean manufacturing implementation, Management Decision, 44(2), 228–245, 2006.
• [21] Widiasih W., Karningsih P.D., Ciptomulyono U., Development of integrated model for managing risk in lean manufacturing implementation: a case study in an Indonesian manufacturing company, Procedia Manufacturing, 4, 282–290, 2015.
• [22] Zhou J.L., Zhe-Hua B., Sun Z.Y., Safety assessment of high-risk operations in hydroelectric-project based on accidents analysis, SEM, and ANP, Mathematical Problems in Engineering, 2013.
• [23] Yüksel Ý., Dagdeviren M., Using the analytic network process (ANP) in a SWOT analysis – a case study for a textile firm, Information Sciences, 177(16), 3364–3382, 2007.
• [24] Sahwan M.A., Ab Rahman M.N., Deros B.M., Barriers to implement lean manufacturing in Malaysian automotive industry, Jurnal Teknologi (Sciences and Engineering), 59(SUPPL. 2), 107–110, 2012.
• [25] Moradlou H., Perera T., Identification of the Barriers in Implementation of Lean Principles in Iranian SMEs: Case Study Approach, Global Journal of Management and Business Research, 2017.
• [26] Yogesh M., Chandramohan G., Arrakal R., Application of Lean in a Small and Medium Enterprise (SME) Segment – A Case Study of Electronics and Electrical Manufacturing Industry in India, International Journal of Scientific & Engineering Research, 3(8), 1, 2012.
• [27] Gandhi N.S., Thanki S.J., Thakkar J.J., Ranking of drivers for integrated lean-green manufacturing for Indian manufacturing SMEs, Journal of Cleaner Production, 171, 675–689, 2018.
• [28] Goehnera L., Mellob L.C., Bandeira R.A., Lean Manufacturing Implementation for Multinational Companies with production Subsidiary in Brazil: Development of a Roadmap, International Journal of Lean Thinking, 7(1), 4–9, 2016.

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).