Challenges and Effectiveness of Lean Management Implementation in the Manufacturing Sector

Abstract

The aim of Lean practices is to improve the performance of processes by taking away wastage. However, adoption may differ due to management involvement, type of tools, and organizational culture. Consequently, this research employs a case study and literature review in combination. The outcome of the literature review suggests that tools such as JIT, Kaizen, value stream mapping, and 5S give great benefits to the organization, but there are hindrances in culture and resources. Quantitative case studies indicate that the adoption of Lean will yield notable improvements in productivity by 15%, Quality by 20%, a reduction in lead-time by 25%, and cost savings by 10%. However, Lean is not implemented in a vacuum, and other factors, such as the commitment to sustain the drive towards continuous improvement or the strategic fit, impact factors like change management. It is recommended in this research that Lean should be implemented strategically within the organization and makes deems appropriate further studies for Lean integration within automation and artificial intelligence technology and investigation of Lean approach’s viability in the future by longitudinal approach research. Key Terms - Continuous Improvement, Lean Management, Organizational Culture, Toyota Production System.