Citation: Maware, C.; Parsley, D.M.,
II. The Challenges of Lean
Transformation and Implementation
in the Manufacturing Sector.
Sustainability 2022, 14, 6287.
https://doi.org/10.3390/su14106287
Academic Editor: Joshua M. Pearce
Received: 30 March 2022
Accepted: 20 May 2022
Published: 21 May 2022
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Article
The Challenges of Lean Transformation and Implementation in
the Manufacturing Sector
Catherine Maware
1,
* and David M. Parsley II
2
1
Institute of Research for Technology Development (IR4TD), University of Kentucky,
Lexington, KY 40506-0108, USA
2
Department of Engineering Technology, University of Kentucky,
Lexington, KY 40506-0108, USA; david.parsley@uky.edu
* Correspondence: catherine.maware@uky.edu; Tel.: +1-859-257-4851
Abstract:
In this study we explored the challenges involved in Lean Transformation and imple-
mentation in the manufacturing sector. Using survey data from 50 North American manufacturing
organizations, we examined the challenges involved in implementing and sustaining Lean Manufac-
turing (LM) principles and practices in production processes. The fuzzy analytic hierarchy process
(FAHP) and the fuzzy analytic network process (FANP) were used to rank the considerable challenges
observed in these organizations. We concluded that the need for a change in organizational culture
was the major barrier to Lean implementation. It is challenging to sustain Lean without a culture shift
and a clear direction set by the organization’s leadership team. The originality of the paper relates
to prioritizing the cultural aspects of organizations as a major barrier to LM implementation. Other
challenges encountered during Lean implementation in the manufacturing industries were related to
management support, technical knowledge, and employee resistance to change. Early identification
of these challenges enables companies to question their capabilities before implementing the Lean
philosophy. In this study we used results obtained from 50 manufacturing companies in North
America, representing a subset of manufacturing organizations. As a result, it must be interpreted
based on the data acquisition method and the study’s sample size.
Keywords:
Lean Manufacturing; Lean implementation; Lean training; company culture; leadership
1. Introduction
The application of Lean Manufacturing (LM) in both the service and manufacturing
industries has demonstrated improvements in organizational performance [
1
,
2
]. Other
benefits obtained from LM implementation include improved flexibility, profitability, and
efficiency [
3
,
4
]; continuous improvement in processes [
5
,
6
]; reduced production costs [
7
–
9
];
improved customer satisfaction [
10
,
11
]; enhanced just-in-time production (JIT) [
12
,
13
];
ergonomic improvements for employees [
14
]; and increased product reliability [
15
]. This
success implies that Lean is universal [
13
,
16
,
17
] and is not a fad that will pass away.
Furthermore, recent research shows that LM is a base upon which new technologies such
as Industry 4.0 can be built [18–24].
Previous research has shown that LM affects production processes, which improves
the three pillars of sustainability: economic, social, and environmental [
25
–
27
]. For example,
LM enhances cost-cutting measures during the production process by reducing the number
of non-value-added activities, which leads to improved economic performance [
28
]. In
addition, LM practices such as value stream mapping (VSM) boost environmental per-
formance by identifying and charting the use of raw materials, water, and energy by
manufacturing processes [
29
]. On the other hand, LM supports social performance by
enhancing safe working conditions and promoting kaizen, which ameliorates employees’
safety and occupational health [30].
Sustainability 2022, 14, 6287. https://doi.org/10.3390/su14106287 https://www.mdpi.com/journal/sustainability
