Modelling and analysis of barriers affecting the implementation of lean green agile manufacturing system (LGAMS)

Abstract

Purpose Many types of research have already investigated the lean, green or agile manufacturing systems in a discrete manner or as combinations of two of them. In today’s competitive scenario, if industry wants to perpetuate its name in the market, then it has to supervene proper thinking and smart approach. Therefore, the combination of lean, green and agile manufacturing systems can provide better and beneficial results. The purpose of this paper is to discern the barriers to the combined lean green agile manufacturing system (LGAMS), understand their interdependence and develop a framework to enhance LGAMS by using total interpretive structural modeling (TISM) and MICMAC (Matriced’ Impacts Croise’s Multiplication Appliquée a UN Classement) Analysis. Design/methodology/approach This paper uses TISM methodology and MICMAC analysis to deduce the interrelationships between the barriers and rank them accordingly. A total of 13 barriers have been identified through extensive literature review and discussion with experts. Findings An integrated LGAMS has been presented that balances the lean, green and agile paradigms and can help supply chains become more efficient, streamlined and sustainable. Barriers are identified while referring to all three strategies to showcase the clear relevance. TISM models the barriers in different levels showcasing direct and important transitive relations. Further, MICMAC analysis distributes the barriers in four clusters in accordance with their driving and dependence power. Research limitations/implications The inferences have been drawn from a model developed on the basis of inputs from a small fraction of the industry and academia and may show variations when considering the whole industry. Practical implications The outcome of this research can contribute to bringing the change to the manufacturing systems used in most developing nations. Also, top managers considering adoption of LGAMS can be cautious of the most influential barriers. Originality/value A TISM-based model of the barriers to an integrated LGAMS has been proposed with evaluation of the influence of the barriers.

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

“…When specifically used for Lean Six Sigma, these information technologies of Industry 4.0 make the entire implementation process Simple, Speedy, and Smart (Park et al 2020). Many barriers for Lean Six Sigma implementation, e.g., improper communication, inadequate data collection; highlighted by Sindhwani et al (2019) can be overcome using Quality 4.0 framework. However, it requires meticulous planning and painstaking execution.…”

“…Jha et al (2019) established CSF for LSS in Indian manufacturing companies. Sindhwani et al (2019) reported CSF when LSS is implemented with other strategies, e.g., Agile and Green. CSF for LSS use in a nonspecific business unit are also available (Laosirihongthong et al 2006;Sreedharan et al 2018).…”

“…They too found top management involvement, and organizational infrastructure as main drivers; whereas project management, education and training, process management, and human resource management were other factors at higher levels. Sindhwani et al (2019) Soti et al (2010) also used both ISM and MICMAC analysis to classify 11 factors in 7 levels of hierarchy. Similar to this study, they too found top management commitment, funds requirements, and LSS training as main drivers.…”

“…Jha et al (2019) established hierarchy of CSF for LSS using ISM (interpretive structural modelling) methodology. Sindhwani et al (2019) followed ISM approach to establish CSF for LSS, Agile, and Green Manufacturing system. Soti et al (2010) also used ISM techniques to explore hierarchy of LSS enablers.…”

Using ISM to analyse relationship between barriers and LEAN implementation in Vietnam manufacturing enterprises

“…Chi tiết thể hiện qua Bảng 2 như sau: Như vậy chúng tôi thu thập được bốn bài báo thỏa mãn yêu cầu. Chúng tôi tiến hành đọc nội dung những bài viết này Sindhwani et al (2019). liệt kê 13 rào cản khi triển khai đồng thời 3 chiến lược: Lean-Green-Agile (Bảng 2), do đó có thể sẽ có một số rào cản mà chúng ta sẽ không đề cập khi chúng ta đang thảo luận về Lean.…”