A phase-wise approach to implement lean manufacturing

Purpose: Today, manufacturing companies are facing a fierce competition and are under great pressure to cut costs for survival in the market. So emphasis is given to enhance quality, minimize waste, customer delight and increasing productivity through reduction in wastage of resources. But, most companies hesitate to implement all measures simultaneously to acquire lean manufacturing because of some practical/ capital constraints. Therefore, the purpose of this paper is to develop a phase-wise approach to implement lean manufacturing. Design/methodology/approach: The paper opted for an exploratory study using the qualitative flexible system methodology framework proposed by Sushil (1994) and options field methodology proposed by Warfield (1982, 1990) including rigorous group discussion comprising the employees representing middle and senior management with productivity improvement backgrounds. The response of experts was recorded using a specially designed instrument in the light of the parameters suggested in group discussion. The measures/ actions were arranged in the decreasing order of their cumulative score. Findings: The paper provides a phase-wise approach to implement lean manufacturing. Mixed approach is preferred over the other three approaches to implement lean manufacturing. Thirty measures/actions contributing to mixed approach are identified to implement lean manufacturing in three phases. A three-phase approach is developed: 10, 14 and six measures in the first, second and third phases, respectively, are identified to implement lean manufacturing after considering the practical constraints faced by the companies. Research limitations/implications: All the measures/actions suggested to implement lean manufacturing are focused on the engineering manufacturing industry. Thus, the research results may lack generalizability and are limited to engineering manufacturing industry. The model developed in this research is based upon experts’ opinions. The experts’ opinion may be biased. The results of the model may vary in the real-world setting. Practical implications: The present paper provides guidelines to practitioners for implementing lean manufacturing in phases. Hopefully, this study will motivate the firm’s management for implementing lean manufacturing and limiting the effect of practical constraints and scarcity of resources. Originality/value: This paper fulfills and identifies the need to develop an approach to implement lean manufacturing phase wise because of practical constraints.