Criticality assessment of the barriers to Lean Construction

Mano, Aline Patricia; Costa, Sergio E. Gouvea da; Lima, Edson Pinheiro de

doi:10.1108/ijppm-11-2018-0413

Cited by 27 publications

(24 citation statements)

References 32 publications

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“…The drivers can promote while barriers can obstruct a new initiative. Despite seminal studies on potential drivers and barriers on other topics, for example, green supply chain management (GSM) (Mathiyazhagan et al , 2013), SC resilience (Ali et al , 2017), lean manufacturing (Ramadas and Satish, 2018; Mano et al , 2020), collaboration (Kumar and Goswami, 2019) and household solar adoption (Parsad et al , 2020), the research on perceived drivers of and barriers to implement supply chain 4.0 is under-developed.…”

Section: Introductionmentioning

confidence: 99%

Implementation of supply chain 4.0 in the food and beverage industry: perceived drivers and barriers

Ali

Aboelmaged

2021

IJPPM

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PurposeDespite considerable growth in literature on Industry 4.0 technologies, the research on the factors influencing the investment on these technologies in pursuit of supply chain 4.0 is yet incipient. The study aims to fill this knowledge void by exploring the perceived drivers and barriers intertwined in the implementation of supply chain 4.0 in the context of food and beverage industry.Design/methodology/approachQualitative exploratory research was employed involving 20 semi-structured interviews with senior managers from the Australian food and beverage supply chain. The interviews' data were analysed with VOSViewer software version 1.6.14.FindingsThe results unravel that reduction in supply-demand misalignment, fast-changing consumer's needs, threat of legal penalties and cost optimisation are the key drivers; whereas lack of collaboration, organisational inertia and lack of awareness are the critical barriers to implement supply chain 4.0.Research limitations/implicationsThe study derives seven propositions and a theoretical framework that need to be empirically corroborated.Practical implicationsUnderstanding of drivers and barriers will help practitioners to make more informed decision in implementation of supply chain 4.0.Social implicationsImplementation of supply chain 4.0 can enhance the performance of the food and beverage industry, thus offering more job opportunities and sustained food supply.Originality/valueThis is the first study in exploring drivers and barriers to the implementation of supply chain 4.0; thus, adds new knowledge to the growing body of the literature. The paper introduces a novel method for qualitative data analysis contributing to the methodological development of the supply chain management field.

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Section: Introductionmentioning

confidence: 99%

Implementation of supply chain 4.0 in the food and beverage industry: perceived drivers and barriers

Ali

Aboelmaged

2021

IJPPM

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“…Hence, the LC measurements from past studies were combined in this study into a set of common variables listed in Table 2. Kaizen (Flynn & Scott, 2020;Goodyer & Grigg, 2011;Henrique et al, 2021;Hoque et al, 2020;Mano et al, 2021;Oly Ndubisi et al, 2005) Gemba Genchi Genbutsu (Foo et al, 2015;Hines, 2010;Oly Ndubisi et al, 2005;Tiwari et al, 2020;Udod et al, 2020)…”

Section: Lean Culturementioning

confidence: 99%

“…Collaborative Partnership (Bortolotti et al, 2015;Bose & Sengupta, 2020;Cadden et al, 2020;Cheng, 1989;Flynn & Scott, 2020;Henrique et al, 2021;Mano et al, 2021;Sahoo, 2020) Supplier Development Program (Mano et al, 2021;Siagian et al, 2021) Supplier Selection (Comm & Mathaisel, 2005) Lean Knowledge Management.…”

Section: Literaturementioning

confidence: 99%

Developing and Validating Measurement for Lean Manufacturing Sustenance Strategies: The PLS-Sem Approach

Aripin

Nawanir²,

Hussain³

2023

IJIM

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Manufacturing worldwide acknowledges lean manufacturing (LM) as a tool to enhance performance. However, sustaining the implementation has been an issue for them to reap the full benefit of LM. With this issue, this study is aimed to investigate the sustaining factors for LM, develop measurement items, provide valid and reliable constructs for LM sustaining factors, and empirically validate the measuring instrument using the SEM approach. Five sustaining factors and 30 assessment items were constructed by adopting, adapting, or self-developing based on the extensive literature review. In total, 151 discrete medium and large manufacturing companies in Malaysia responded to the survey questions. Following that, the constructs were empirically assessed using the SEM model. The findings show that all of the measuring items represent their underlying constructs and contribute significantly to their respective constructs. Some limitations were identified, including the fact that this study was collected from medium and large discrete manufacturing companies in Malaysia, hence resulting in restrictions on generalizability. This research provided valuable information for practitioners to gain more understanding and develop a plan for sustaining LM implementation.

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“…A summary of the barriers to LC is presented in Table 1. Such barriers were identified in the research by Mano et al (2020) from a content analysis and then had their content validity Barriers to lean construction verified through the Lawshe validation technique, which consists of evaluating the agreement among judges on the importance of a particular item.…”

Section: Barriers To Lean Constructionmentioning

confidence: 99%

“…Faced with the possibility of gains from the LC, its concepts and techniques have increasingly spread among civil construction companies; however, authors such as Moyo and Chigara, 2021; Mano et al (2020), Ahmed and Wong (2020); Bajjou and Chafi (2018), Albalkhy and Sweis (2021) warn of the increase in cases of failure to implement the LC because there are many barriers that make this process difficult, in Section 2.2 a set of barriers that emerged from the literature review are presented.…”

Section: Literature Reviewmentioning

confidence: 99%

Exploratory factor analysis of barriers to lean construction based on Brazilian managers' perceptions

Mano

Costa

Lima

et al. 2022

IJLSS

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Purpose Lean construction (LC) is an important strategy to improve the results of organizations in the civil construction sector. However, there are barriers that hinder the success of implementing LC. The literature presents many barriers, which makes it difficult to make a diagnosis about the presence of these barriers within an organization. However, if companies could identify the main difficulties, they would face to implement LC, they could prepare by strengthening their weaknesses. This paper aims to diagnose a small set of factors that identifies the most significant barriers that must be considered before implementing lean construction. Design/methodology/approach This study comprises an exploratory factor analysis (EFA). For this, a questionnaire was developed based on an extensive literature search on the barriers that hinder the implementation of LC. Using this questionnaire as a data collection instrument, a survey was conducted that obtained 135 responses from managers working in civil construction in Brazil. EFA was conducted using SPSS software. Findings This study identified seven critical factors for successful implementation of LC: degree of cooperation within the work teams, use of an adequate performance measurement system, occurrence of job delays, level of participation of those involved in the construction of decisions, degree of leadership openness, positioning in the face of news and problems in the flow of information. Research limitations/implications The barriers to implementing LC can be different depending on the social and economic context in which companies are inserted. This work was conducted in an emerging country. Thus, it would be important that the same be applied to managers from other countries in different contexts to verify if the result found here is confirmed. Originality/value There are many works in the literature that address the barriers to LC culminating in an extensive list, whose complexity of operationalizing the identification of their presence in an organization, ends up becoming another barrier. Given the negative influence that these barriers have for the success of LC, this work sets out to convert this extensive list into a short list that is easy to understand and use.

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Criticality assessment of the barriers to Lean Construction

Cited by 27 publications

References 32 publications

Implementation of supply chain 4.0 in the food and beverage industry: perceived drivers and barriers

Implementation of supply chain 4.0 in the food and beverage industry: perceived drivers and barriers

Developing and Validating Measurement for Lean Manufacturing Sustenance Strategies: The PLS-Sem Approach

Exploratory factor analysis of barriers to lean construction based on Brazilian managers' perceptions

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