Lean and US manufacturing industry: popularity of practices and implementation barriers. Issue 7 (12th September 2016)

• Record Type: Journal Article
• Authors: Abolhassani, Amir; Layfield, Ky; Gopalakrishnan, Bhaskaran
• Is Part Of: International journal of productivity and performance management. Volume 65:Issue 7(2016)
• Page Start: 875
• Page End: 897
• Publication Date: 2016-09-12
• Subjects: Lean manufacturing -- Continuous improvement -- Lean production -- Lean strategic practices; Industrial productivity -- Periodicals; Performance -- Management -- Periodicals; Performance -- Measurement -- Periodicals; Time study -- Periodicals; Motion study -- Periodicals; 658.3125
• DOI: 10.1108/IJPPM-10-2014-0157
• Languages: English
• ISSNs: 1741-0401

Abstract

Abstract : Purpose: The purpose of this paper is to analyze lean strategic practices being implemented in manufacturing facilities throughout Pennsylvania and West Virginia and identify the difficulty in implementing those lean practices. Design/methodology/approach: A skip logic questionnaire was developed into multiple sections for analysis; demographics of respondents, identification of the knowledge and practice of lean methods, interpretation of lean application, strategic direction of lean methods, measurements of expertise, and difficulties for practicing lean. The questionnaire was sent to 327 manufacturing facilities where 51 usable responses were collected for the study. Findings: Lean manufacturing is a widely recognized and practiced business philosophy as a significant percentage of manufacturers have implemented some variation of practice. However, the extent of knowledge does not mirror awareness. The application of lean manufacturing practices is not readily appropriate for every company, but adopting the concept of customer-focussed waste reduction to maximize value can be universally applied as waste reduction was the most prominent practice pursued. Lean practitioners found that poka-yoke and installing new process equipment have the highest degree of benefits from implementation while 5S and eliminating waste were the least difficult practices to implement. In general, the management personnel of the companies have an influential effect on lean manufacturing pursuance. This is illustrated by the fact of high agreement between facilities that resistance to change from employees is the most prominent difficulty for implementation followed by limited technical knowledge of lean manufacturing at operational and conceptual levels. Research limitations/implications: The research findings are from a subset of manufacturing companies in Pennsylvania and West Virginia and may not represent all of the companies on a national level. The results must be interpreted in the context of the data acquisition approach due to the extent of the sample size involved, the procedure for how data were collected, and assuming that each lean strategic practice has the same weight to calculate the facility lean index. Practical implications: The results provide insight about the effect of facility size and years of lean practicing for various lean strategic practices. The most beneficial and least difficult lean strategies, their implementation level, and the real challenges for implementing lean were also identified to help both lean practitioner and non-practitioner for the lean journey. Originality/value: The research investigates current lean strategic practices pursued by manufacturers throughout Pennsylvania and West Virginia and identifies obstacles to implementation of lean practices. Lean manufacturing is widely sought after as a continuous improvement program, but success is divided. This study characterizes lean manufacturing comprehension while identifying knowledge areas of strengths and deficiencies. There lacks an established structure for lean practices to pursue. Therefore, this study provides manufacturers a measure for comparing their position for refined decision making.