Criticality assessment of the barriers to Lean Construction

Lean Construction Concept Used to Develop Infrastructure Facilities for Tourism Clusters

The relevance of the article is conditioned on tourist infrastructure problems and underdevelopment when creating and developing territorial clusters, for which there is not enough research materials in the context of tourism cluster facilities construction, despite the fact that the issues of lean construction (LC) are widely covered. Based on the relevance, the main hypothesis of the study was determined. It consists of the fact that the use of lean construction can increase the efficiency of construction megaprojects in the field of tourism clusters. The objective of this study is to develop a mechanism for the development of tourism clusters based on the lean construction concept that will be aimed at increasing the efficiency of construction projects taking into account the accumulated world experience. Within the framework of the tasks set, the analysis of the lean construction methodological base was carried out, methodological recommendations aimed at increasing the efficiency of construction megaprojects of tourism clusters based on the lean construction concept were developed, a model for the implementation of lean construction in infrastructure projects of tourism clusters, as well as a checklist of the analysis technology were elaborated. The proposed methodological approach to the implementation of tourism cluster megaprojects based on the lean construction concept is the basis for organizing and planning development activities at the tactical and operational levels. To assess the effectiveness of lean construction tool introduction to implement infrastructure projects of tourism clusters, a comparative analysis was carried out and the construction time and lifecycle cost of a typical guest house were calculated without taking into account the lean construction methodology and after its introduction. The results obtained, namely, the duration of the project and costs at life cycle stages made it possible to conclude that the proposed methodological approach is effective.

A conceptual framework for a systemic understanding of barriers during lean implementation

Purpose

Multiple organisations which have attempted to implement lean production/manufacturing/thinking have failed to achieve significant benefits. Practitioners and researchers have identified the barriers that hinder successful implementation. This study first consolidates such lean implementation barriers that are common across all industry sectors. Further, a systemic understanding of lean barriers is attempted by determining causal relationships between barriers and their relative causal strength.

Design/methodology/approach

Barriers to lean implementation were first identified from extant literature and categorised into broad barrier groups. These barrier groups were classified into four categories as specified by Liker's 4P model of lean–philosophy, people and partnership, processes and problem-solving. Additionally, interrelations between barriers, both within and among these four categories were determined.

Findings

The barriers classified under philosophy were the most critical as it affects the barriers in other groups. Similarly, barriers such as lack of leadership and top management commitment, lack of resources, shortage of lean consultants and trainers, lack of systemic understanding of lean and the need for its implementation, lack of lean expertise and training were found to be the most critical causal barriers.

Research limitations/implications

Highly critical barriers in terms of causality should be addressed with high priority, as effective measures against them may eliminate or reduce the impact of other barriers.

Originality/value

This study addresses the confusion regarding the high number of lean barriers in extant literature by providing a systemic understanding of the same. By exploring the interrelations among barriers, the most important causal barriers and barrier types (4Ps) are identified, the knowledge of which could improve lean implementation success. This is a novel attempt in the domain of lean.

From Lean Production to Lean 4.0: A Systematic Literature Review with a Historical Perspective

Over recent decades, the increasing competitiveness of markets has propagated the term “lean” to describe the management concept for improving productivity, quality, and lead time in industrial as well as services operations. Its overuse and linkage to different specifiers (surnames) have created confusion and misunderstanding as the term approximates pragmatic ambiguity. Through a systematic literature review, this study takes a historical perspective to analyze 4962 papers and 20 seminal books in order to clarify the origin, evolution, and diversification of the lean concept. Our main contribution lies in identifying 17 specifiers for the term “lean” and proposing four mechanisms to explain this diversification. Our research results are useful to both academics and practitioners to return to the Lean origins in order to create new research areas and conduct organizational transformations based on solid concepts. We conclude that the use of “lean” as a systemic thinking is likely to be further extended to new research fields.

Implementation of supply chain 4.0 in the food and beverage industry: perceived drivers and barriers

Purpose

Despite considerable growth in literature on Industry 4.0 technologies, the research on the factors influencing the investment on these technologies in pursuit of supply chain 4.0 is yet incipient. The study aims to fill this knowledge void by exploring the perceived drivers and barriers intertwined in the implementation of supply chain 4.0 in the context of food and beverage industry.

Design/methodology/approach

Qualitative exploratory research was employed involving 20 semi-structured interviews with senior managers from the Australian food and beverage supply chain. The interviews' data were analysed with VOSViewer software version 1.6.14.

Findings

The results unravel that reduction in supply-demand misalignment, fast-changing consumer's needs, threat of legal penalties and cost optimisation are the key drivers; whereas lack of collaboration, organisational inertia and lack of awareness are the critical barriers to implement supply chain 4.0.

Research limitations/implications

The study derives seven propositions and a theoretical framework that need to be empirically corroborated.

Practical implications

Understanding of drivers and barriers will help practitioners to make more informed decision in implementation of supply chain 4.0.

Social implications

Implementation of supply chain 4.0 can enhance the performance of the food and beverage industry, thus offering more job opportunities and sustained food supply.

Originality/value

This is the first study in exploring drivers and barriers to the implementation of supply chain 4.0; thus, adds new knowledge to the growing body of the literature. The paper introduces a novel method for qualitative data analysis contributing to the methodological development of the supply chain management field.