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Having high production efficiency, producing high-quality products,
ensuring timely delivery to market, lowering costs, and generating profit
are all top concerns for any manufacturing firm. Further, the ultimate goal
of a manufacturer is customer satisfaction, which may also be attained by delivering a high-quality product
on time and at a reasonable price. Meeting these priorities has become difficult for many in today’s
competitive global economy, especially given the expectations and problems facing the manufacturing
industry. Manufacturing industries face issues such as lowering operating costs, market inconsistency,
competitiveness, and ever-increasing expectations.
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Lean Philosophy Concept
Lean management is a way of thinking and behaving that can be applied to various types of organizations,
industries, and services. Toyota developed lean management in Japan and implemented it in its factories in
the 1970s. It is a management methodology that focuses on lean operations. It is most commonly utilized in
the automotive industry. Lean management is defined as a company’s entire workforce participating in the
battle against waste by eliminating all non-profitable activities. As a result, the goal is to do more, faster, and
better (Daniels, 2017). The process of a corporation migrating from an old style of thinking to lean thinking,
as described by lean experts and practitioners, is dependent on a large variety of factors.
Lean manufacturing allows businesses to save costs, eliminate waste, boost productivity, maintain high
quality, and yet earn profit by establishing a continuous flow of people, materials, and information (Smith,
2017). Lean manufacturing may succour any business in navigating challenging times. Lean is a mind-set
that emphasizes continuous improvement and waste removal in order to maximize performance in terms of
productivity, quality, lead times, costs, and customer delight. The Lean method, to put it simply, produces
high-quality work with the least amount of money, resources, and time. Lean is the concept of efficient
manufacturing operations that grew out of the Toyota Production System in the middle of the 20th century.
It is founded on the principle of defining value from the customer’s perspective and continuously improving
the manner in which value is supplied by removing any inefficient or non-value-adding resource utilization.
Lean manufacturing is the future of the manufacturing business, and lean practice is one of the most effective
ways deployed by manufacturers around the world to improve their competitiveness (Kumar et al., 2018).
Lean practices contribute to the long-term competitiveness of industries by allowing them to accomplish
more with fewer resources by eliminating non-value-added operations while maintaining efficiency and
profitability (Kafuku, 2019). Lean focuses on retaining value with less effort, with the ultimate goal of
offering perfect value to customers through a waste-free value generation process. It is commonly
acknowledged that top management commitment is critical to the successful deployment of lean
manufacturing. The lean journey is long and management commitment eventually wanes. Further, staff
participation in everyday improvements is crucial to the implementation’s success. In lean production
systems, lean leadership can be thought of as a technique for sustaining and enhancing staff performance
(Alefari & Salonitis, 2017). This is accomplished by enabling each employee to reach his or her full potential
and thereby make the most significant contribution possible (Skhmot, 2017). The goal is to improve the
efficiency of processes by utilizing the company’s existing methods, techniques, and practices (Daniels,
2017).
Any company, whether manufacturing or service, will survive and maintain its competency if it is flexible
enough to respond to customer needs in a consistent and systematic manner, adding value to the product
(Palange and Dhatrak, 2021). The quality of the services is always considered a major contribution to
achieving efficiency, better services, and ensuring continuous improvement (Al-Qayoudhi et al., 2017).
Shakil and Parvez (2018) stated that lean manufacturing is a good method as it helps in improving a process
without spending more money on machining, technology, and human training, especially for labour-intensive
businesses like the sewing industry, etc. Durakovic et al. (2018) found that lean tools are a good source of
competitive advantage that is relevant to a wide range of industries, and their development and discussion
are rapidly progressing.
Application of Lean Philosophy in Manufacturing Companies
Lean improves product quality, employee satisfaction, and increases profit by waste reduction, resulting in a
business that is better positioned to survive well into the future. Lean manufacturing principles aim to
optimize supply value, by reducing waste and focusing on continuous improvement. The principles of lean
manufacturing may be extended to suit any industry. Lean is generally linked with the manufacturing
business and it may be used in any industry. Adopting Lean manufacturing concepts has benefited businesses
of all sizes. Lean practitioners recognize that optimization is a constant process and that the best approach to
achieving continuous improvement is to make small, long-term adjustments. Implementing lean in the
manufacturing sector is not easy. Lean is more than a collection of tools to be utilized; it is also a new
management strategy known as the lean philosophy. Several things must be taken into account when
implementing it. There are a lot of parties with competing interests who must be considered during the
process. There are several barriers to lean adoption, such as staff involvement and commitment to change,
company awareness of lean, etc.
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According to Singh et al. (2018), lean manufacturing is a management technique that focuses on incremental
improvements in operations, in improving the performance of present manufacturing system operations. The
manufacturing industry employs a variety of lean methodologies including just-in-time production, a most
critical component of lean manufacturing. Kafuku (2019) claimed that manufacturing planning and control,
new product development, concurrent engineering, workforce management, customer relationship, and
supplier relationship are the factors for the adoption of lean practices. Al Qayoudhi et al. (2021b) claimed
that effective communication, top management encouragement, employee involvement, and a favourable
organizational climate were the most critical criteria identified for the successful implementation of
continuous improvement (CI) techniques in the manufacturing companies of Oman. Although the concept of
lean is now generally understood, putting it into practice always has obstacles (Salonitis and Tsinopoulos,
2016).
The Various Lean Tools
There are various popular tools of lean available and use by the company. The tools included in our discussion
can be explained briefly as follows:
Just in Time (JIT): The primary assumption of Just-in-time manufacturing is to produce things only
when needed in order to eliminate all sorts of waste in the production process. It is an inventory strategy that
is utilized to keep track of stock in storage. Rather than carrying a huge inventory at one time, it includes
obtaining items from suppliers as and when they are needed (Barlow, 2015). Companies use this inventory
technique to improve efficiency and avoid waste by acquiring products only as needed for the manufacturing
process, lowering inventory expenses (Banton, 2021).
Kanban: It is a methodology developed in the 1940s by Toyota Corporation managers (Sergreev, 2016).
Kanban’s primary concept is the workflow displayed on a huge board with several columns. Work is
represented on the board by a card or ticket, and the board is divided into columns, each column on the board
symbolizes a particular stage of the work process, and as work progresses, the card representing a job is
moved from one column to the next to keep track of progress and completion (Vectors Solution, 2020).
Total Productive Maintenance (TPM) : TPM is a high-level maintenance philosophy that has sparked
a lot of academic research and analysis. TPM is one way to increase production performance by focusing on
maintenance and involving everyone in the company (Prabowo et al., 2018). It is made up of a set of
recommendations compiled by the Japan Institute of Plant Maintenance in order to prevent system failures
and improve procedures (Nosel, 2021).
Key Performance Indicator (KPI): Key performance indicators are a mechanism for establishing
criteria for measuring performance and assessing success, as well as determining whether a desired future
state has been achieved or any additional action is required for that (Winter, 2017). It is a quantitative metric
of how the company team is progressing towards important business objectives (Martins, 2021).
Overall Equipment Effectiveness (OEE) : A framework for calculating the loss of productivity in a
manufacturing process (Shah & Patel 2018). OEE is an efficient and smooth-flowing production system
strategy that has become a prominent trend in managerial techniques around the world (Lakho et al., 2020;
Maintainx, 2020). OEE is an effective instrument that can be combined with other tools and approaches for
continuous development (Prasetyo and Veroya, 2020).
Kaizen : It is a Japanese concept that encourages continual progress via constant effort and employee
participation (Perico et al., 2019). Kaizen improves certain areas of a company by involving senior
management and lower-level staff in daily changes, knowing that many small changes can add up to
significant outcomes ( et al., 2020; Safety Culture, 2022).
DMAIC: It is a process-improvement strategy that is based on data. The abbreviation DMAIC stands
for Define, Measure, Analyze, Improve, and Control (Jayanth et al., 2020). It is a five-phase technique for
enhancing a wide range of organizational processes, including software development, manufacturing, and
others (Tanner, 2022).
5s: Everything has its place, and everything must be in its place, under good working condition, and
should be available as and when required. Thus, the 5s are detailed as:
Sort - Remove anything that is not required, Set in order - Arrange the remaining elements, Shine - Keep the
workspace clean and inspect it, Standardize - Create guidelines for the items, and Sustain - follow the rules
regularly (Verese et al., 2018).
Value Stream Mapping (VSM) : This process begins with current state mapping, which depicts the flow
of materials, production processes, and, if necessary the interactions between manufacturers, suppliers, and
dealers towards providing products to clients. After that, there will be a proposed future state map with its
advantages (Palange and Dhatrak, 2021). Because of the predictable volume and repeatable product type,
VSM has proven effective in large-scale manufacturing (Mudgal et al., 2020).
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Statement of Research Problem
Many of the proposed lean tools and techniques need to be validated to confirm that they are implemented
correctly in different organizations (Khan et al., 2020). The most significant challenge in implementing lean
is the lack of understanding of the idea as some companies hire consultants to have a better chance of
succeeding (Christiansen, 2018; Durakovic et al., 2018). Some businesses may not follow lean concepts
as the lack of literature adds to the ambiguity around lean’s appropriateness in the process industry (Salonitis
and Tsinopoulos, 2016). Unawareness of lean tools and techniques, and lack of knowledge and education are
the prime reasons for not implementing such lean concepts in manufacturing firms as many companies still
struggle in implementing the lean philosophy (Panwar et al., 2016; Sanchez-Ruiz et al., 2020). The lack of
awareness of literature and the ambiguity of implementing lean philosophy in manufacturing companies
without clarity were the primary reasons for the study.
Research Questions
1. What are the lean philosophy practices prevailing in manufacturing companies?
2. What are the various tools of lean practices existing in the manufacturing Companies?
3. What are the obstacles and critical success factors of lean tools?
Research Objectives
1. To review lean philosophy practices prevailing in the manufacturing companies.
2. To explore the various tools of lean practices existing in the manufacturing Companies.
3. To investigate the obstacles towards implementing lean and to determine the critical success factors of
lean tools.
Literature Review
Identification and ranking of the elements of management are important for the success of any manufacturing
company (Salonitis and Tsinopoulos, 2016). Lean manufacturing concepts can help in figuring out how to
implement these changes without upsetting the work teams (Maxwell, 2020). Lean is a technique of working
to increase business efficiencies and reduce wasteful activities that affect corporate results (Simplilearn,
2021).
The Benefits of Lean Philosophy in Manufacturing Companies
In the global market with fierce competition, implementing lean manufacturing and tools method helps to
improve business and outperforms the competition, and the advantages include improved customer service,
easy management, improved quality, fewer defects, reduced waste, and financial benefits (Pejak, 2015).
When the employees’ are overburdened with needless tasks, it has a detrimental impact on morale, and the
more quality productivity can tune an organization to be successful (MK North America, 2017). As per Al
Qayoudhi et al. (2021a), Omani manufacturing companies that use structured CI programs have fewer
product recalls, which leads to higher total sales and shorter processing times. Smith (2017) stated that lean
implementation emphasizes the importance of optimizing workflow through strategic operational procedures
while reducing and eliminating waste, whether in the process, equipment, or inventory in eight ways. Just-
in-time (JIT) can save money, minimize waste, and eliminate the need for the organization to have large
volumes of inventory on hand whereas the Kanban tool can improve development flow control, provide
excellent work visibility, and improve communication between team members (CPE Articles, 2021; Riaz,
2019). Using Total Productive Maintenance (TPM) tool will result in fewer problems, delays, and faults, as
well as lower costs and better equipment processing parameters (Agustiady and Cudney, 2018). According
to Gough (2017), KPIs can assist the company in clarifying its present business position and performance
expectations, engaging people in company goals, and identifying inefficiencies. OEE will lower production
costs to increase competitiveness, simplify overall performance visualization, establish consistent
benchmarks, and maximize employee performance (Tlists, 2019). Applying Kaizen will improve
productivity, promote employee aspirations to improve their performance (Prayuda, 2020). Bass (2017)
confirmed that DMAIC provides a road map for solutions, ensuring correct benchmarks towards finding
solutions to complex challenges. 5s assist organizations in developing a framework by identifying visible
and critical process waste, making processes safer and more productive (Makwana and Patange, 2019).
Further VSM allows the mapping and analysis of process chains and the identification of improvement
opportunities (Khan et al., 2020). It is a quick and easy technique to identify and eliminate wastage (Stadnicka
and Litwin, 2019).
Obstacles of lean Philosophy in Manufacturing Companies
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There are factors contributing to the failure of lean adoption, such as lack of urgency or permitting too much
complacency, the lack of strong coalition, lack of vision, failure to eliminate roadblocks in the way of the
new vision, failure to achieve short-term victories, and failure to effectively embed changes in the
organizational culture (Alefari et al., 2017). Pereira et al. (2017) claimed that the biggest difficulties in
implementing lean in businesses are operational reluctance to change, slow response to market changes, and
lack of resources. Further, the time lag of obtaining materials from the supplier while the company might be
having large/unexpected order in hand, and natural disaster disrupting the flow of goods from suppliers to
the company – might also disrupt such implementations (CPE Articles, 2021). As far as Kanban tool is
concerned, upper management is not always confident in its capabilities, and there is a lack of
experience and knowledge in dealing with the process (Riaz, 2019). The resistance to change, lack of lean
culture, and the pressure from the top management have also been identified as barriers in implementing
TPM (Agustiady and Cudney, 2018). The absence of an effective communication system, unachievable KPI
goals, the absence of a KPI Action plan, and the lack of KPI measurements were the factors blockading the
KPI tool implementation (PDA group, 2021). Also, the obstacles using the OEE lean tool are the absence of
actionable insight for OEE improvement and the lack of key events and data points (Tlists, 2019). Further,
the barriers in the implementation of Kaizen tool include lack of participation from the employees and the
management support, lack of formal commitment, and a lack of knowledge (Sraun & Singh, 2017). Using
DMAIC might lead to some challenges, such as the organization failing to analyse before implementing the
improvements (Bass, 2017). Employee resistance to change and a confusing communication structure
may impede usage of 5s tools (Makwana and Patange, 2019). Lack of support, as well as dealing with
product and process complexity, are all barriers to moving forward with VSM (Khan et al., 2020).
Research Methodology
This study is qualitative in nature and is based on the literature review of the earlier studies. The secondary
data was used to develop the theoretical framework and gain a better understanding of the research issue.
The literature review was conducted using Google Scholar and web knowledge search. Secondary data was
gathered through computerized databases such as Emerald, Elsevier, Science Direct, Taylor & Francis online,
and indexed journals. Table. 1 illustrates the key words used for the search in Google Scholar with a custom
range from 2015 to 2022. The key words in the search were ‘lean manufacturing concept’, ‘lean tools’, ‘lean
success factors’ and ‘lean obstacles’. The research takes into account the target articles as well as the
knowledge web, which were only published in 2015 and later. As a result, the important findings were
summarized and decided.
Table 1. Literature Review Search Criteria
# key words used in
Papers
Papers
Papers
the search
found in downloaded considered
Google
and studied
for the
Scholar
study
1 Lean manufacturing
55,100
40
4
concept
2 Lean Tools
760,000
70
12
3 Lean success factors 181,000
43
4
4 Lean benefits
117,000
30
4
5 Lean obstacles
41,600
28
5
Total number of papers considered for the study
29
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Figure 1 Research Methodology Steps
Findings
From the literature review, it can be observed that Lean manufacturing employs a variety of lean tools to
increase production and efficiency by maximizing resource utilization.
Table 2 Lean Philosophy Tools
#
Tools
1
Just In Time ( JIT)
2
Kanban
3
Total Productive Maintenance (TPM)
4
Key Performance Indicators KPIs
5
Overall Equipment Effectiveness ( OEE)
6
Kaizen
7
DMAIC
8
5s
9
Value Stream Mapping (VSM)
However, JIT, Kanban, TPM, KPIs, OEE, Kaizen, DMAIC, 5s, and VSM are some of the most widely used
lean tools as indicated in Table 1.
Table 3 Lean Tools Benefits and Obstacles
Lean Tool
Benefits
Obstacles
Spend less money
Potentially, the supplier
Minimize wastages
won't be able to deliver the items
There is no need to keep a on time
lot of goods in stock
Huge and unexpectedly
Just in Time
order
A natural disaster could
disrupt the delivery of
resources from suppliers to the
company
Provide excellent work Upper management has no
visibility
confidence
Improve teamwork and Lack of Knowledge in
Kanban
communication
dealing with the process
The Control of the
development flow will be
improved
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There will be fewer Resistance to change.
Total
breaks,
stoppages,
and There is a lack of Lean
Productive
defects
Maintenance
culture.
(TPM)
Minimize costs
Top management pressure.
Improves the efficiency of
the equipment
KPIs
aid
in
the Lack
of
proper
clarification of the existing communication system.
state of the company's Unattainable KPIs goals.
Key
strategic objectives
No KPIs action plan.
Performance
Involve employees with Lack of measuring KPIs
Indicators KPIs
company aims
Help
to
specify
inefficiencies within the
Company
Minimize production costs No actionable insight for
to gain a competitive OEE upgrading
advantage
Key events and data points
Overall
Visualize
total are missing
Equipment
performance in an easier
Effectiveness
manner
(OEE)
There is a unified
benchmarks system.
Increase
employee
productivity
Productivity increases at a Lack of staff involvement
faster rate
Inadequate
formal
Encourages the staff and
commitment
Kaizen
Aspiring
them
in No support from top
improving their performance
management
Allowing the staff to Kaizen is not well
contribute to the company's understood
improvement
Provide a solution road Failure to conduct a
map
comprehensive
analysis
DMAIC
Ensure accurate Standards
before implementing the
Find solutions to complex improvement
problems
Assists in the development Resistance to change
of
a
framework
for No clear communication
organizations
system between employee
Reveals visible and critical
5s
waste of the operations
Make procedures more
secure and productive
Increase the production
flexibility
Allows to find and analyze lack of support in handling
process chains
the product and process
Value Stream
Mapping
Helps in the identification Time-dependent dynamics
(VSM)
of potential areas for are complicated
development
Eliminate waste
From Table 3, it can be observed that the main benefits of lean tools are waste reduction, cost reduction, and
increased overall efficiency. However, depending on the nature of each lean tool, there will be benefits that
can be reaped from these tools. In JIT, the company will not need to keep a lot of goods on hand. As well,
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Kanban will lead to improving the control of development flow. Breaks, stoppages, and defects will be
reduced as a result of TPM. OEE will have a unified benchmarking system to increase efficiency. Moreover,
Kaizen allows the staff to contribute to the company's improvement. DAMIC provides a solution road map
as well. While 5s can make the procedure more secure, in contrast, putting lean tools into practice still
presents some obstacles, i.e., a lack of a strong communication system and a lack of lean knowledge.
Specifically, the company may face resistance to change in using TPM and 5s, lack of management support
in Kanban, unexpected orders in JIT, and a lack of measuring the company's KPs.
Table 4 Success Factors of the Lean Tools
Lean Tool
Success Factors
At each production station, small quantities of raw
Just in Time
materials can be kept
Accurate forecasting is required to properly stock basic
supplies
Provide Sufficient training
Kanban
The organization’s upper management must take every
potential effort to change the employees' mindset
Total Productive
Efficient communication System
Maintenance (TPM)
TPM's functionality is supported and aided by top
management
Appropriate communication
Key Performance
Visible and achievable KPIs
Indicators KPIs
Strong and efficient KPIs measuring
Consider employee feedback
Product quality
Overall Equipment
Effectiveness (OEE)
Availability
The efficiency of the performance
Changes and employee ideas are initiated and evaluated
Kaizen
Effective support from Management and employee
Construct an effective evaluation system
Developing a strong internal communication system
DMAIC
Effective and valid analysis before the implementation
steps of the improvements
Employee education is important
5s
Apply examples and a framework to assist successfully
Employees should be able to talk about potential issues
Good experience using it
Value Stream
Mapping (VSM)
Adequate Knowledge of the techniques
Appropriate internal communication System
Table 4 reveals that there are certain Lean success factors for implementing these tools. Strong
communication systems and employee involvement are generally key success factors for implementing lean
tools. Specifically, an accurate forecast in JIT is required to properly stock basic supplies. Furthermore,
providing sufficient training for Kanban is very important for the success of the procedures. TPM's
functionality should be supported and aided by top management as well. The company should have visible
and achievable KPIs. Moreover, the company must ensure the availability of resources for implementing
OEE. As well, Kaizen should have a constructive and effective evaluation system. DMAIC should have an
effective and valid analysis before the implementation steps, and 5s should apply examples and a framework
to assist successfully. Moreover, VSM should have adequate knowledge of the techniques.
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Table 5 Lean Tools Functions
No
Lean tools
Main function
Produce things only when needed in
1
Just in time (JIT)
order to eliminate all sorts of waste
in the production process
2
Kanban
Managing visually an organization's
workflow
Increase production performance by
3
Total Productive
Maintenance (TPM)
focusing on maintenance and
involving everyone in the company
Establishing criteria for measuring
4
Key Performance
Indicators (KPI)
performance and assessing the
success
5
Overall Equipment
Calculating the loss of productivity
Effectiveness (OEE)
in the manufacturing process.
Encourages continual progress via
6
Kaizen
constant effort and employee
participation
7
DMAIC
Define, Measure, Analyse, Improve,
and Control
Put everything in its place in good
8
5s
working order, and available
anytime it is needed
Analyze a production process as it is
9
Value Stream Mapping
(VSM)
an important part of regular
workflow maintenance
Table 5 above demonstrated that each lean tool has a specific function to perform. Lean tools, in general, are
intended to improve delivery systems and processes by eliminating waste, increasing productivity, and
meeting customer expectations.
Conclusion
From the above findings, it can be confirmed that lean philosophy is one of the most important methodologies
employed by manufacturing industries around the world to maximize profit. Strong communication, top
management motivation, employee involvement, and a positive organizational atmosphere are the essential
variables found in the literature for the effective deployment of lean applications in manufacturing
companies. The most popular tools which can be applied are JIT, Kanban, TPM, KPIs, OEE, Kaizen,
DMAIC, 5s, and VSM. As a result, lean tools are a proven method for improving organizations and
maintaining competitive advantages. In addition, there are various benefits that the company will gain by
implementing lean, such as improved management systems, improved product quality, decreased defects,
financial benefits, and reduced waste.
It is broadly accepted that senior management commitment is of great importance for implementing lean.
However, manufacturing companies face several difficulties, including a lack of confidence and
understanding from senior management, a lack of a lean culture, a lack of a clear communication system, and
a failure to undertake an analysis before adopting improvements. Finally, it is recommended that companies,
before approaching any type of lean tool, consider the success factors of implementing lean tools such as
employee involvement, maintaining a level of quality, commitment to change, top management support,
building a strong communication system, providing sufficient training and education program about lean
tools, and maintaining an effective evaluation system.
Acknowledgements
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12
The research was carried out with funding from The Research Council, Oman (TRC) – Ministry of Higher
Education Research & Innovation of the Sultanate of Oman under the Block Funding Program vide No.
TRC/BFP/SHCT/01/2019.
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