The Integration of Lean and Resilience Paradigms: A Systematic Review Identifying Current and Future Research Directions

Abstract

Integration of the lean and resilience paradigms has attracted increasing attention among scientists and practitioners. In an interconnected world, the need to be resilient involves increased readiness to deal with risks from both outside and inside an enterprise, and to be lean involves maximizing value while minimizing waste. The combination of these requirements has been the catalyst for a move towards lean–resilience operations. To better understand this trend, which seeks to help firms retain a competitive position and survive disruptions, this paper provides a systematic literature review of 53 articles identified through the C-I-M-O (context-intervention-mechanism-outcome) framework and examines them using descriptive and content analysis. The results trace the growth of lean–resilience research from its infancy to its current advanced state. This paper also identifies for the first time the lack of structured research on the number and categories of implemented practices and their associated benefits. To address this deficiency, a concept map is developed to provide guidance on the topic, identify gaps and inconsistencies in the literature, understand the state of development and suggest future research directions. The results are used to identify four dominant streams: application, compatibility, integration, and impact assessment in the context of the supply chain, conceptual development and operational research of various organizational and industry sectors. Further topics for investigation are recommended in the form of research questions. The proposed concept map is intended to assist researchers and practitioners to develop knowledge about the integration of lean and resilience paradigms in new contexts and formulate more effective deployment strategies.

A Conceptual Framework for Implementing Lean Construction in Infrastructure Recovery Projects

“…This research adopts the SLR method, which is a reliable and well-defined methodology that follows a rigorous sequence of phases to develop robust outcomes [16,17]. The SLR method has previously been used to examine lean implementation [11,15,18,19] and provide answers to specific research questions. An SLR entails five stages: (i) question formulation; (ii) exploring the literature; (iii) study collection and assessment; (iv) analysis; and (v) reporting of results [16].…”

“…One of the critical challenges which lead to performance issues in the recovery projects is a cost overrun, typically resulting from delays in meeting delivery timelines and material wastage [8]. In addition, reworks, which have been recognized as major causes of waste in construction, lead to both cost and time overruns [11]. Poor management procedures in recovery projects are another problem, causing extensive reworks in these developments and ultimately leading to cost and time overruns [7].…”

“…A substantial number of theories are used to understand or conceptualize lean construction in the literature, several of which are identified in the SLR [11,30,31]. Koskela [62], for example, proposed the Transformation-Flow-Value generation (TFV) theory of production as a foundation for understanding and developing lean practices in construction projects.…”

“…Specifically, poor performance of construction companies is common in recovery projects [9], resulting in delays and cost overruns [10]. Such performance issues and associated risks threaten the resilience and competitiveness of these companies in the volatile construction market, leading to their failure in recovery projects [11]. Consequently, construction companies are required to be resilient to manage infrastructure recovery projects.…”

Developing a Risk Reduction Support System for Health System in Iran: A Case Study in Blood Supply Chain Management

“…While the supply chain (SC) concept has attracted interest among academics, policymakers, and companies [ 1 , 2 , 3 ], its success in any organisation may be compromised by a variety of factors, including high demand volatility, short product life cycles, and varying customer requirements [ 4 , 5 ]. Addressing these issues is difficult due to the complex nature of SCs [ 6 ]. Hendricks and Singhal [ 7 ] asserted that due to a lack of proper risk management, SC issues may significantly reduce profits.…”