Title: A cause-effect strategy map for lean process transformation

Authors: Waleed K. Mirdad; Chinweike I. Eseonu

Addresses: School of Mechanical, Industrial and Manufacturing Engineering, Oregon State University, 204 Rogers Hall, Corvallis, Oregon, 97331, USA; Department of Industrial Engineering, King Abdulaziz University, Jeddah 80204, Saudi Arabia ' School of Mechanical, Industrial and Manufacturing Engineering, Oregon State University, 204 Rogers Hall, Corvallis, Oregon, 97331, USA

Abstract: Lean process improvement has revolutionised complex global manufacturing, automotive, and healthcare systems, along with many others; however, there is a high rate of failure among organisations that attempt to implement lean. Research suggests, poor lean implementation strategy and misunderstanding of lean are root causes of lean implementation failure. This study is focused on reducing the rate of lean implementation failure by identifying causal relationships that drive successful lean implementation. The decision making trial evaluation laboratory method (DEMATEL) is used to determine cause-effect relationships. Data is collected through a survey of lean practitioners, researchers, and a review of the lean literature. The resulting strategy map is a guide for principle-driven lean implementation.

Keywords: lean manufacturing; lean strategy map; lean performance measures; continuous improvement.

DOI: 10.1504/IJSSE.2017.088445

International Journal of System of Systems Engineering, 2017 Vol.8 No.2, pp.121 - 146

Available online: 01 Dec 2017 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article