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Lean journey success factors - a case study of lean tools implementation sequence in a manufacturing company

Urban Wiesłąw, Tochwin Daniel

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2022

z. 162

703--720

Purpose: The study aim is an in-depth investigation of a Lean tools implementation sequence in an organisation as an expression of a Lean journey within that organisation. The success factors of Lean tools implementation and the relationship between them are studied. A model of Lean tools implementation in an organisation is aimed to be developed. Design/methodology/approach: A case study method is employed in this study. It is conducted in a manufacturing company from the fast-moving consumer goods (FMCG) industry. The employed method allows exploitation of a variety of techniques in the investigation process: in-depth interviews, observations, documents and data analysis. The study takes into consideration a systematic literature review and bibliometric network analysis supported by the Vosviewer software tool. Findings: The implementation of Lean Manufacturing approach, along with accompanying tools and methods, is aimed at efficiency and/or quality results of the processes within a company. Selected tools, to be successfully implemented, should support the elimination or reduction of losses related to current process flows. There are many Lean tools available, but most do not fit all organisations and all the kinds of manufacturing processes. Therefore, proper preparation before implementation is an essential issue for any organisation striving for Lean outcomes. The available Lean tools, along with their implementation sequences, are not studied comprehensively in the literature. Originality/value: An organisational-development-driven model of Lean tools implementation is elaborated, based on the literature and empirical investigations. The decision to choose the appropriate Lean tool should be guided by general organisational development. Several factors need to be considered before the implementation process, namely, capabilities, resources, gains and return on expenditure. Top management engagement, appropriate communication and listening to line employees look to be key success factors in Lean tools implementation.