Critical success factors for implementing lean production: the effect of contingencies

Netland, Torbjørn H.

doi:10.1080/00207543.2015.1096976

Cited by 280 publications

(298 citation statements)

References 65 publications

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“…The contribution of our case study, in which we followed a consultant-client relationship over A majority of organisations fail to implement lean in terms of a continuously improving organisation (Bhasin, 2015), one important reason being the lack of management commitment and support, which is well documented (Holmemo & Ingvaldsen, 2015;Netland, 2015) and corresponds to our findings. However, our case study brings together and elaborates on two other well-known causes for implementation failure.…”

Section: Discussion and Research Implicationsmentioning

confidence: 86%

“…(Rother, 2010, p. 236) This excerpt brings us to another problem with the consultancy approach. Leadership has been widely described as the most important factor for successful implementation (Netland, 2015) and the main cause of failures (Hines, Martins, & Beale, 2008). Supportive, developing and transformational leadership (Poksinska et al, 2013), as well as systematic coordination through management structures (Nicholas, 2014), have been stressed.…”

Section: Discussion and Research Implicationsmentioning

confidence: 99%

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Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation

Holmemo

Rolfsen

Ingvaldsen

2016

Total Quality Management & Business Excellence

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Lean has evolved from an operational tool to a complete management concept that incorporates softer aspects such as participation, learning and leadership. This evolution challenges the traditional way in which large management consultancy firms intervene in the lean implementation process; an outside expert cannot easily install a soft, participation-oriented form of lean. To explore this challenge, we report a longitudinal, qualitative case study of how a large consultancy firm supported lean implementation in a public service organisation. Our findings show that although the consultants' rhetoric had been adapted to the contemporary ideal of soft lean, their practice had not: implementation remained tool-centred and external consultants took the roles of experts. We posit that the business model of large consultancy firms and the nature of conventional client-consultant contracts may explain this mismatch between consultants' talk and action. Hence, this challenge is difficult to overcome in practice, and managers are advised to consider critically what management consultants can and cannot effectively deliver in lean implementations.

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Section: Discussion and Research Implicationsmentioning

confidence: 86%

Section: Discussion and Research Implicationsmentioning

confidence: 99%

Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation

Holmemo

Rolfsen

Ingvaldsen

2016

Total Quality Management & Business Excellence

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“…This is an important research topic because success factor criticality helps SMEs to focus their improvement efforts, enabling the implementation of lean practices and increasing operational performance. Netland (2016) linked success factors to the implementation of lean practices, but he did not deduce the criticality of these success factors (i.e. he did not identify which factors must be present for different stages of implementation of lean practices).…”

Section: Introductionmentioning

confidence: 99%

“…Based on a cross-national survey amongst 432 respondents from two LEs, Netland (2016) found that the importance of success factors changed according to the stage of implementation of lean practices; some success factors are important in the initial stages, while others become important as organisations continue to implement lean practices. This is an important research topic because success factor criticality helps SMEs to focus their improvement efforts, enabling the implementation of lean practices and increasing operational performance.…”

Section: Introductionmentioning

confidence: 99%

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

Knol

Slomp

Schouteten

et al. 2018

International Journal of Production Research

113

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Lean practices are known to increase operational performance. Previous research has identified critical success factors for implementing lean practices. This research aims to examine the extent to which success factors are critical for various degrees of lean practice implementation. Using multiple-respondent self-assessments from 33 Dutch manufacturing small and medium-sized enterprises (SMEs), we conducted a Necessary Condition Analysis. Our findings indicated that the criticality of success factors is progression dependent. In the initial stages of the lean journey, SMEs could improve their lean practices in a bottom-up manner through local factors such as a learning focus, improvement training and support congruence. When lean practices are more advanced, some company-wide factors must be present: top management support, a shared improvement vision and a supplier link. Our findings question the universality of success factors such as strategic involvement and indicate the need for a more dynamic model of lean implementation.

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“…De esta manera, se obtienen mejoras continuas en los sistemas productivos al disminuir los costos derivados de la eliminación de desperdicios (Santos, Vieira y Balbinotti, 2015)"container-title":"Procedia Ma nu f a c t u r i n g","c o l l e c t i o ntitle":"6th International Conference on Applied Human Factors and Ergonomics (AHFE 2015. No obstante, para que la implementación de la filosofía lean sea exitosa, la alta dirección debe participar de manera activa en el programa, proporcionar entrenamiento y capacitación, tener un plan en el largo plazo y evaluarlo día a día, asignar recursos y compartir las ganancias, aplicar técnicas y herramientas lean (Netland, 2015).…”

Section: Lean Manufacturingunclassified

Caracterización de la implementación de herramientas de Lean Manufacturing: Estudio de caso en algunas empresas colombianas

Grisales

Gaitán

León

2017

PATA

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Aunque la aplicación de herramientas de lean manufacturing tiene un crecimiento sostenido a nivel mundial, en Colombia su uso aun es reducido. Por ende, el propósito del presente artículo es realizar un estudio de caso en cinco compañías ubicadas en Colombia que han implementado la filosofía lean a nivel productivo y administrativo. Para tal fin, se empleó una metodología de carácter cualitativo y cuantitativo, basada en entrevista e interlocución con los líderes de procesos. Entre los principales hallazgos, se encontró que las herramientas más empleadas son las 5s con el 100% y TPM con el 80%. La de menor uso es producción sincrónica con un 20%. Aunque las cinco compañías han realizado capacitaciones en esta filosofía, solo el 40% del personal consultado conoce la definición de lean. No obstante, el 80% de las organizaciones participantes manifestaron tener programas de mejora que facilitan la motivación y empoderamiento del personal.

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Critical success factors for implementing lean production: the effect of contingencies

Cited by 280 publications

References 65 publications

Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation

Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

Caracterización de la implementación de herramientas de Lean Manufacturing: Estudio de caso en algunas empresas colombianas

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