Identification and modeling of process barriers: Implementing lean manufacturing in small-and medium-size enterprises

摘要

Purpose - The purpose of this study is to present factors associated with process barriers in implementing lean manufacturing within the small- and medium-sized enterprises (SMEs). Design/methodology/approach - This study was conducted to identify the process barriers in implementing lean manufacturing in SMEs. Moreover, by a thorough and detailed analysis, process barriers of high rejection rate, employee absenteeism and frequent breakdown with 29 associated variables were identified as the most critical process barriers and were used to develop the questionnaire. Structural equation modeling was used to build the measurement model by drawing on samples of 128 SMEs in Kerala, a state in India. Later, the model was validated using statistical estimates. Data analysis helps to determine whether to accept or reject the hypothesis on the basis of the measurement model. Findings - Several process barriers that prevent the successful implementation of lean manufacturing within SMEs are identified. These are lack of a training program, lack of periodical maintenance, low-quality standard materials from suppliers, bad vendor inspection, wear and tear of machines, communication gap between supervisors and workers, non-maintenance of a good employee-employer relationship, boredom on the job, overrunning machines beyond the capability, carelessness in work, not replacing worn damage parts periodically, ignoring warning signals of the machine classified as the most critical process barrier among the high rejection rate, employee absenteeism, frequent breakdown factors. Research limitations/implications - First, the sample size of the study was relatively small (128). Second, data collection was restricted to one geographical area in India, i.e. Kerala, a state in India, giving rise to operational constraints. Third, the study was cross-sectional; a longitudinal study must be performed to reinforce the findings. Practical implications - The present study has explored an unfocused area of lean implementation in SMEs. The results are expected to help researchers, academics and professionals in the domain of lean manufacturing. Social implications - Governments of many countries around the world are helping and encouraging the implementation and understanding of the lean manufacturing system by providing financial assistance for training professionals and establishing professional associations. However, many industries have not been successful in lean implementation. This research aims to develop a strategy to tackle process barriers for successful lean implementation. Originality/value - Very little research has been carried out in exploring process barriers in implementing lean manufacturing in SMEs. This paper will provide value to academics, researchers and practitioners of lean by providing insight into significant process barriers for lean implementation, especially in Indian industries.