Lean Implementation Frameworks: The Challenges for SMEs

Almanei, Mohammed; Salonitis, Konstantinos; Xu, Yuchun

doi:10.1016/j.procir.2017.03.170

Cited by 93 publications

(87 citation statements)

References 20 publications

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“…This makes governmental organizations hesitant about the benefits and applications of Lean practices. Hence, stringent requirements and approvals might be a burden for governmental organizations (Shang and Pheng 2014, Almanei et al 2017).…”

Section: Political Barriersmentioning

confidence: 99%

“…The bullwhip effect even increases inventories. High inventories lead to slower processes in Lean implementation negating Lean activities (Kumar 2013, Jadhav et al 2014, Almanei et al 2017. Pulling (according to the Lean philosophy) the materials and information to the next work step allows the reduction of the inventory but requires a higher flexibility in the whole value chain.…”

Section: Economical Barriersmentioning

confidence: 99%

“…A company and project culture that is open for changes is required in order to lead all employees in the Lean transformation process. The resistance to change stems generally from the cultural background and is therefore listed as a major cultural barrier (Kumar 2013, Sarhan and Fox 2013, Jadhav et al 2014, Ogunbiyi 2014, Shang and Pheng 2014, Almanei 2017. Diversity in adopting Lean culture: Diversity in cultural background generally leads to different learning curves for differing groups.…”

Section: Cultural Barriersmentioning

confidence: 99%

“…Some construction workers have a hard time to adopt a Lean culture due to their diverse backgrounds and therefore they prefer to apply the conventional working practices they are familiar with. Therefore, diversity might appear as a cultural barrier for Lean implementation (Jadhav et al 2014, Almanei et al 2017).…”

Section: Cultural Barriersmentioning

confidence: 99%

“…Nevertheless, it is still troublesome to accurately transfer Lean principles to construction projects and achieve an efficient implementation by construction professionals. Moreover, most contractors are reluctant to apply Lean principles since the implementation is perceived as expensive and time consuming (Almanei et al 2017;Okere 2017). Therefore, Lean implementation is sometimes evaluated as a disadvantage for short term projects despite its advantages in long-term.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Identifying Barriers in Lean Implementation in the Construction Industry

Demirkesen¹,

Wachter²,

Oprach³

et al. 2019

Annual Conference of the International Group for Lean Construction

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With the rising attention on the topic of Lean construction and its benefits, more and more companies aim to implement the Lean philosophy in their culture. Together with changing the companies' culture multiple challenges occur. Hence, it is of utmost importance to identify factors, which lead to poor management in Lean construction activities. Therefore, this paper intends to identify and categorize barriers leading to poor implementation of the Lean philosophy. In this respect, a set of barrier groups comprising a total of twenty-seven components were identified. A questionnaire was designed and administered to Lean construction professionals in order to rank the importance level of the selected barriers. The paper proposes that lack of 'top management support', 'misperception about Lean practices', 'lack of information sharing and integrated change control' are the top three barriers for Lean implementation. The findings of the study indicate that Lean implementation might be conducted with higher efficiency and productivity by removing the barriers for implementation. This study might guide Lean professionals to align their strategies with Lean practices by knowing and recognizing the main barriers.

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Section: Political Barriersmentioning

confidence: 99%

Section: Economical Barriersmentioning

confidence: 99%