A comprehensive study of manifests in lean manufacturing implementation and framing an administering model

Abstract

Purpose

The purpose of this study is to review and conceptualize a holistic framework for lean manufacturing (LM) implementation, enabling the manufacturing industries to administer the implementation process successfully toward organizational development and customer satisfaction.

Design/methodology/approach

An extensive literature survey on the input and output manifests of lean production is carried out. An attempt is made to build an exhaustive list of all the technical and human inputs necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its successful implementation. The determinants and outcomes of successful LM implementation are further mapped onto 11 distinct input latent constructs and 3 distinct output latent constructs, respectively.

Findings

A conceptual structural model for administering LM implementation is framed based on the manifests considered in the literature.

Research limitations/implications

The model conceptualized in this study may be treated as a guide for successful LM implementation in a manufacturing enterprise.

Practical implications

This research is expected to provide further insights for lean implementation and will be very helpful to integrate the lean principles, tools and benefits into a unified coherent complete manufacturing system.

Originality/value

To the best of the authors’ knowledge, this work is one of the very first research studies to have a comprehensive all-inclusive study of the input and output variables for LM implementation. It intends to bridge the gap between theory and practice and has come up with a comprehensive framework which will aid the lean practitioners toward successful LM implementation, as well as, assist them in assessing the effect of implementation.

Citation

Basu, P. and Dan, P.K. (2020), "A comprehensive study of manifests in lean manufacturing implementation and framing an administering model", International Journal of Lean Six Sigma, Vol. 11 No. 4, pp. 797-820. https://doi.org/10.1108/IJLSS-11-2017-0131