Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Abstract

Purpose This study aims to explore the challenges in implementing and sustaining lean in garment supplier factories and the buyer–supplier role in mitigating lean barriers in a typical situation and pandemic. Design/methodology/approach Following a qualitative research approach and multiple embedded case study method, data were collected through in-depth interviews with senior managers of one lead buyer and their four key garment supplier factories in Bangladesh. Within and cross-case analysis, techniques were applied to understand the context-oriented lean challenges and buyer–supplier role in mitigating the challenges. Findings The study findings demonstrate that garment suppliers are less prepared and unsystematic in lean implementation having limited capabilities and less preparation. Moreover, they have limited support from buyers, less commitment from top management and employee resistance to implementing lean. Lean challenges become more intense because of the COVID-19 pandemic. However, buyer–supplier responsible, cooperative and collaborative behaviour can mitigate lean challenges. Research limitations/implications Whereas many stakeholders may be responsible for lean challenges, this study explores dyadic role between buyer and supplier only based on a single lead buyer and their four suppliers. Hence future studies could consider more buyers and suppliers for a holistic understanding. Practical implications This study could help buyers and suppliers understand the underlying causes of lean implementation challenges in garment supplier factories and their role in sustaining lean reducing the challenges, particularly in a pandemic. Originality/value To the best of the authors’ knowledge, for the first time, this study depicts how buyer and supplier can play their due roles to mitigate lean challenges in garment supplier factories in a pandemic situation.

The analysis of critical success factors for successful kaizen implementation during the COVID-19 pandemic: a textile industry case study

“…Radar diagrams are used to illustrate how poka-yoke, 5S (sort, set up order, shine, standardize, and sustain), VSM, Kanban, Kaizen, and visual controls are used for enhancing operations (Saleeshya et al, 2012). Hoque et al (2023) examined how buyers and suppliers contribute to the implementation and maintenance of lean in clothing supplier factories, particularly during the pandemic. The study also explored the critical roles that suppliers and customers play in sustaining lean methods and overcoming obstacles.…”

COVID-19's impact on lean programs and implementation in energy-based utilities

“…Previous work has principally focused on how Lean can alleviate the impacts of pandemics such as COVID-19, with few articles focusing on how the COVID-19 impacts Lean programs. Of the three articles related to the latter, two Mishra et al (2021) and Hoque et al (2023) focused on the barriers to implementing Lean and the overall success of Lean efforts within the context of COVID-19. Only, Leite (2023) discussed the impacts of COVID-19 on Lean programs in any detail, yet their research utilized only qualitative data and only from a single organization.…”

“…They felt it was not conducive to implementing it during the pandemic because of the cost. The final article (Hoque et al ., 2023) examined the implementation of Lean in Bangladesh, a developing country, during COVID-19, focusing on garment suppliers. The research showed that the targeted suppliers were not ready to implement lean during this study.…”