The implementation of lean manufacturing in the furniture industry: A review and analysis on the motives, barriers, challenges, and the applications.

Although research on the adoption of lean manufacturing in the furniture industry in emerging economies is slowly progressing, its implementation has been emphasized by researchers and practitioners. Research on this scope is therefore limited, particularly when compared to the vast amount of scholarly studies contributed to successful implementation of lean in the developed countries. To support the narrow body of knowledge on this under-researched scope, this paper presents the current shortfalls of implementing the lean manufacturing in terms of motives, barriers, challenges, and applications. To address these issues, a methodological approach was implemented in two tiers. Firstly, a comprehensive review of state-of-the-art literature on the issues was performed followed by an analytic approach using a survey on 148 companies in Malaysia to finalize the research. Upon validation of the analyses, the results revealed that most of the lean companies agreed that the reasons for lean implementation are to increase efficiency, to clean up and organize the workplace, and to increase utilization of space. Non-lean companies believe that issues related to knowledge are the reasons for not undertaking lean implementation. However, lean companies believe that the obstacles are more about employee-related issues including lack of labor resources, lack of implementation know-how, and employee resistance to change. Lean companies also face challenges in the form of technical knowledge, training, and financial resources during the early phase of lean implementation. In addition, only three applications – 5S, employee training, and quality control – were found to be useable in the Malaysian wood and furniture industry. These findings present a critical view of the current shortfalls of lean implementation in the wood and furniture industry throughout Malaysia and other emerging economies. • Key reasons for lean adoption are improving efficiency, organizing the workplace, and increasing the utilization of space. • Knowledge-related issues have been stressed as the main barriers for both lean and non-lean companies. • Knowledge and resources related issues posed serious challenges to lean practitioners. • 5S, employee training, and quality control have often been applied in the Malaysian context. [ABSTRACT FROM AUTHOR]