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Article
Publication date: 5 February 2021

Dheeraj Nimawat and B.D. Gidwani

Industry 4.0 is regarded as a modern industrial phase wherein convergence between horizontal and vertical production systems, along with their interactions, would enable…

Abstract

Purpose

Industry 4.0 is regarded as a modern industrial phase wherein convergence between horizontal and vertical production systems, along with their interactions, would enable industries to obtain excellent industrial efficiency. This research thus explores the barriers relevant to Industry 4.0 and their cause and effect relations using the decision-making trial and evaluation laboratory (DEMATEL) technique, and this will assist in the implementation of Industry 4.0 in manufacturing industries.

Design/methodology/approach

A comprehensive literature review is carried out to outline the barriers for the Industry 4.0 implementation. The investigative techniques used in this research were conducted utilizing a questionnaire as an instrument for collecting data. The data collected were analysed using the method DEMATEL.

Findings

The findings indicate that key barriers to implementing Industry 4.0 include their cause and effect relationships. Reported “implementation costs” have been a critical barrier for Industry 4.0 implementation. Prioritization of barriers and their cause and effect relationships was achieved so that decision-makers could concentrate on overcoming such barriers for Industry 4.0 implementation.

Practical implications

The research is intended to assist executives in recognizing the barriers to Industry 4.0 implementation in their manufacturing industries. Furthermore, the strong functional and empirical importance of emerging and digital manufacturing technologies ensures that understanding the necessary barriers to implementation is important.

Originality/value

This is one of the first few empirical studies in the field of Indian manufacturing industries that uses the DEMATEL method framework as a foundation for recognizing cause-effect interactions among the barriers that affect Industry 4.0.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

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Article
Publication date: 16 July 2021

Tirivavi Moyo and Benviolent Chigara

Increased waste during projects execution has led to time and cost overruns within the Zimbabwean construction projects industry. However, contextual barriers to lean…

Abstract

Purpose

Increased waste during projects execution has led to time and cost overruns within the Zimbabwean construction projects industry. However, contextual barriers to lean construction implementation are yet to be established for derivation of effective remedies. The purpose of this paper is to report on a study that sought to determine barriers to lean construction implementation and assess the existence of statistically significant differences because of gender, designation and educational levels of respondents.

Design/methodology/approach

A questionnaire survey was administered on construction professionals for the collection of quantitative data. Factor analysis was used to reveal interrelated significant sets of barriers to lean construction implementation. Non-parametric statistical methods were also used to determine significant differences because of demographic variables.

Findings

Integration- and performance-related, human capital management–related, quality management–related barriers were determined as the highest-ranked of the nine significant components. Significant differences because of gender, designation and educational levels were non-existent for aggregated barriers, generally indicating consensus on the barriers. However, individual barriers showed inadequacies in management requirements for lean construction implementation from architects and those with diplomas and degrees.

Research limitations/implications

The determination of barriers establishes the knowledge for construction policy evaluation for enhanced performance of the construction industry. However, because of the exploratory nature of this study, the insights of clients were not considered.

Originality/value

Context-specific barriers to lean construction implementation were determined for consequent construction policy improvements in the construction industry.

Details

Journal of Engineering, Design and Technology , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1726-0531

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Article
Publication date: 15 May 2020

Oludolapo Ibrahim Olanrewaju, Nicholas Chileshe, Sunday Ajiboye Babarinde and Malindu Sandanayake

The purpose of this paper is to identify and assess the perceptions of constructional professionals on barriers to implementation of building information modeling (BIM…

Abstract

Purpose

The purpose of this paper is to identify and assess the perceptions of constructional professionals on barriers to implementation of building information modeling (BIM) within the Nigerian construction industry.

Design/methodology/approach

A scoping literature review was conducted to identify the fourteen barriers to implementation of BIM, which were employed to design a questionnaire survey. Data collected were analyzed using descriptive statistics, mean score, Kruskal–Wallis test, analysis of variance and multivariate techniques such as factor analysis.

Findings

The descriptive and empirical analysis demonstrated a disparity of ranking of the 14 barriers factors among the groups; however no statistically significant differences among the 14 barriers to BIM. Based on the mean score ranking results, only three (out of 14) barriers are identified as critical (mean score greater than 3.5): few studies available on BIM and lack of knowledge, inexistence or inadequate government policies, and high cost of implementation. The results of the one-sample t-tests show that they were statistically significant differences in 10 out of 14 barriers as follows: few studies available on BIM and lack of knowledge, lack of demand for use and acceptance of BIM, inadequate contractual coordination, lack of specified standards, cost of data and information sharing, technological availability issues, reluctance of other stakeholders, business and cultural changes, data and intellectual property issues, and interoperability issues. The study, through factor analysis, categorized the fourteen barriers to BIM implementation into four principal factors. The factors are: technology and business-related barriers; training and people-related barriers; cost and standards-related barriers; and process and economic-related barriers.

Practical implications

The identification and assessment of the key barriers to BIM implementation would be useful for the construction professionals and other stakeholder of the construction industry with the view to advance BIM adoption in Nigeria. This could also be extended to other developing countries through considerations of the local economic conditions, given the status of BIM as being in the germinating stage of development in Africa.

Originality/value

The study provides insights on the barriers to BIM implementation across the Nigerian construction sector environments. The innovative aspect of the study is the identification of the ordered and grouped (composite) set of barriers to BIM which could be used to developing appropriate mitigating solutions.

Details

Engineering, Construction and Architectural Management, vol. 27 no. 10
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 14 August 2017

Fevzi Okumus, Anil Bilgihan, Ahmet Bulent Ozturk and Xinyuan (Roy) Zhao

The purpose of this paper is to investigate potential barriers to deployment of information technology (IT) projects and evaluate strategies to overcome them in hotel companies.

Abstract

Purpose

The purpose of this paper is to investigate potential barriers to deployment of information technology (IT) projects and evaluate strategies to overcome them in hotel companies.

Design/methodology/approach

Empirical data were collected through a series of in-depth semi-structured interviews from IT managers, chief information officers, and hotel general managers.

Findings

The research findings demonstrate that barriers to IT implementation occur in three different stages. They are pre-implementation (cost and return on investment, resistance by owners/executives); during the implementation (integration, time delays, vendor communication problems, and resistance by employees); and post-implementation (inadequate training and resistance from customers).

Research limitations/implications

The research findings suggest a contingency approach where organizations should employ various specific strategies depending on the situation to overcome these barriers. Multiple theoretical perspectives should be utilized to evaluate potential barriers to IT projects and utilize specific strategies to overcome them.

Originality/value

This is one of the first empirical studies which provide specific theoretical and practical implications on barriers when implementing IT projects in hotels.

Details

Journal of Organizational Change Management, vol. 30 no. 5
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 2 October 2017

Linda Zhang, Balkrishna Eknath Narkhede and Anup P. Chaple

Firms have been implementing lean manufacturing to improve their business performances. However, they have difficulties in the implementation due to the many barriers. In…

Abstract

Purpose

Firms have been implementing lean manufacturing to improve their business performances. However, they have difficulties in the implementation due to the many barriers. In view of the lack of research and the importance in understanding them, the purpose of this paper is identify and evaluate the lean barriers with respect to their levels of importance in implementation.

Design/methodology/approach

As lean barriers are scattered in the literature and a variety of performance measures are used in practice, an extensive literature review is first carried out to identify the lean barriers and performance measures. A novel ranking technique – interpretive ranking process (IRP) – is adopted in the evaluation. In the IRP-based evaluation approach, a group discussion technique, where five Indian lean experts are involved, is applied to determine the most important lean barriers and performance measures. Several matrices are developed step by step for calculating the ranks of the selected lean barriers. Upon validating the ranks, an IRP-based lean barrier evaluation model is developed.

Findings

The IRP-based lean barrier evaluation model can help firms better understand lean barriers and their levels of importance in lean implementation. In the light of this model, to successfully implement lean, firms should provide sufficient management time and training to employees, develop a right culture, develop effective communication, carry out low-cost production, and obtain external funding.

Practical implications

The evaluation results provide the practitioners with a realistic framework to deal with many problems, especially those related to resource allocation, in lean implementation. Based on the framework, practitioners can prioritize lean barriers during implementation in accordance with performances targeted.

Originality/value

This is the first study that provides a comprehensive review of lean barriers available in the literature and evaluates them in accordance with performance measures. The combined use of literature review and experts in the evaluation approach justifies the value of the study.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 8
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 19 October 2020

Esraa Osama Zayed and Ehab A. Yaseen

Recently, sustainability aspects are gaining importance among supply chain management (SCM) research field, hence this study aims to explore barriers to sustainable supply…

Abstract

Purpose

Recently, sustainability aspects are gaining importance among supply chain management (SCM) research field, hence this study aims to explore barriers to sustainable supply chain management (SSCM) implementation in Egyptian industries and the interrelationships among these barriers to provide a structured detailed model for barriers and suggest recommendations to deal with these barriers.

Design/methodology/approach

The paper is an empirical study with a descriptive research approach using qualitative methodology. Data were collected through interviewing experts involved in sustainability implementation within supply chain functions. Afterward interpretive structural modeling (ISM) for barriers was conducted to develop a structured model representing possible interrelationships between barriers.

Findings

Findings have reported slight differences among barriers to SSCM implementation in Egyptian industries other than those stated previously. ISM analysis helped in shaping barriers into a detailed structured model where interrelationships among barriers can be clearly defined. Additionally, based on the data collected and the ISM model, this study managed to offer recommendations to deal with these barriers.

Research limitations/implications

Future researches might consider developing ISM analysis for a smaller number of barriers, or focus on each of internal and external barriers individually to minimize ISM analysis complexity and enhance its accuracy. As ISM analysis technique is highly dependent on experts' opinions and experience, validation is highly recommended either by structural equation modeling (SEM) or linear structural relationship approach.

Practical implications

This study provides insights for managers about internal and external barriers to SSCM implementation in Egyptian industries, a detailed structured model for interrelationships among these barriers and recommendations to deal with these barriers.

Originality/value

This study is one of the very first studies to implement ISM for barriers to SSCM on data collected from Egyptian industries. Consequently, it will direct further research focusing on developing strategies or recommendations to overcome these barriers.

Details

Management of Environmental Quality: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7835

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Article
Publication date: 29 February 2020

Sahar Jawad and Ann Ledwith

The purpose of this study is to analyze the interaction between the enablers and barriers to successful project control system (PCS) implementation in petroleum and…

Abstract

Purpose

The purpose of this study is to analyze the interaction between the enablers and barriers to successful project control system (PCS) implementation in petroleum and chemical projects and to provide a knowledge-based foundation for the evaluation of the dominant factors of PCS success.

Design/methodology/approach

An integrated approach of interpretive structural modeling (ISM) and cross-impact matrix multiplication applied to classification (Matrice d’Impacts Croisés Multiplication Appliquée à un Classement) were used. An expert group of industry professionals and academics was consulted at the initial stage as an input for the ISM methodology to explore the contextual relationships among the critical factors to PCS implementation in petroleum and chemical projects.

Findings

This study identifies three dominants enablers of PCS success: the technical skills of the project controller; explicitly defined roles of project team members; and an accurate work breakdown structure. Additionally, six dominant barriers to successful PCS implementation have been identified: lack of standard processes, vague contract deliverables, unclear project goals, unclear project milestones, disparate control system between owner and contractor and lack of information communication. Organizations in the petroleum and chemical sectors should put more effort into the development of these factors to optimize the implementation of PCS.

Research limitations/implications

A limitation of this current study is its focus on the petroleum and chemical sectors in Saudi Arabia. It is expected that the findings will have wider applicability, but further studies in different sectors and geographic regions should be undertaken to validate this assumption. In this study, a second validation expert group was used to ensure the reliability of the results as much as was possible. However, further studies could be completed to evaluate alternate classification schemes and to test the robustness of the expert consensus and techniques reported, in this study, including an increased number of experts.

Practical implications

The present study makes some practical contributions to the project delivery process. It provides different project stakeholders with a better understanding of the factors that improve PCS outcomes and helps project owners and contractors to evaluate the PCS used by both parties to understand how they might be aligned for successful project execution.

Originality/value

The successful implementation of PCS is a key contributor to the total project delivery process. Although there is growing attention on PCS as a critical project management tool in petroleum and chemical projects, the literature in project management shows that PCS implementation has not been taken up as much as originally anticipated. This paper will address this gap by focusing on improving the take-up of strategical PCS implementation through the identification of six dominant enablers and nine dominant barriers as driver factors of success.

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Article
Publication date: 2 October 2017

Praveen Goyal and Divesh Kumar

The purpose of this paper is to identify and rank the various barriers of the CSR implementation in Indian manufacturing companies. Further, this paper also studies…

Abstract

Purpose

The purpose of this paper is to identify and rank the various barriers of the CSR implementation in Indian manufacturing companies. Further, this paper also studies interaction of different barriers.

Design/methodology/approach

The study was carried out using an interpretive structural modeling (ISM) approach to analyze the interaction among different barriers for corporate social responsibility (CSR) implementation in manufacturing companies in the Indian context.

Findings

In the present study, ten CSR implementation barriers were identified through an extensive literature review followed by the expert’s opinion. The present study outlines that lack of money and consumer’s passive attitude towards CSR are the major barriers in CSR implementation in Indian manufacturing companies. On the other hand, top management commitment, lack of knowledge about CSR and lack of skills for CSR implementation are barriers which occur due to the investment required in term of time and consumer’s passive attitude.

Originality/value

The present study is helpful to both academicians and practitioners by providing a model of CSR barriers. This study is important in the context of India which is a developing economy and this development is exerting pressure on the corporations to adopt CSR in their practices. This ISM-based model of barriers of CSR implementation in the manufacturing sector will help practitioners and managers to have enhanced knowledge about these barriers and to concentrate on important barriers to implement CSR activities in their organizations in an efficient manner.

Details

Benchmarking: An International Journal, vol. 24 no. 7
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 2 October 2017

Amine Belhadi, Fatima Ezahra Touriki and Said El fezazi

The implementation of lean production in small manufacturing enterprises (SMEs) harbors a great deal of barriers on practical, theoretical, financial and organizational…

Abstract

Purpose

The implementation of lean production in small manufacturing enterprises (SMEs) harbors a great deal of barriers on practical, theoretical, financial and organizational sides. In view of this, the purpose of this paper is to explore and prioritize the solutions to overcome these barriers and pitfalls in order to identify a list of the most feasible and efficient solutions on which SMEs must focus to success their lean journey.

Design/methodology/approach

First, a review of the published articles along with the interview of some lean experts have allowed to identify 20 barriers grouped into five categories along with 17 solutions proposed to overcome these barriers. Afterwards, an integrated fuzzy Analytic Hierarchy Process-Technique for Order Preference by Similarity to Ideal Solution (AHP-TOPSIS) was proposed to evaluate and rank the solutions of lean implementation in SMEs and overcome its barriers. The AHP is used to determine weights of the barriers as criteria, and the fuzzy TOPSIS method is used to determine the final ranking of the solutions of lean adoption in SMEs.

Findings

The top five barriers of lean implementation in SMEs were found to be: lack of management involvement, lack of adapted methodology of lean implementation, short-term vision, fear and resistance to change and lack of understanding of lean. Moreover, the top five solutions to overcome the barriers of lean adoption in SMEs are as follows: commitment and participation of management, adoption of simple measurement and KPIs, development of organizational learning culture, early deployment of lean culture through training and allocation of sufficient time and resources for change.

Originality/value

The findings of this study can provide a basis for researchers and practitioners in order to understand the real reasons of lean failure in SMEs and develop improvement plans to increase its success rate. Moreover, it proposes a more reliable, robust and systematic decision support tool for stepwise implementation of the solutions of lean adoption in SMEs since they lack sufficient resources to address all the solutions simultaneously.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 8
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 28 September 2018

Vinod Yadav, Rakesh Jain, Murari Lal Mittal, Avinash Panwar and Milind Kumar Sharma

Global competition has intensified pressure on small- and medium-sized enterprises (SMEs) to implement lean. Recently, the debate has converged to the role of lean…

Abstract

Purpose

Global competition has intensified pressure on small- and medium-sized enterprises (SMEs) to implement lean. Recently, the debate has converged to the role of lean implementation barriers (LIBs). The purpose of this paper is to contribute to this debate by exploring the LIBs in SMEs through three case studies.

Design/methodology/approach

A case study approach was employed followed by interpretive structural modelling (ISM) to model the interrelationship among the LIBs.

Findings

This study reveals that lack of management commitment, leadership and resources are the key barriers to lean implementation in SMEs in India. Furthermore, poor communication between different levels of the organisation and inadequate dissemination of the knowledge of lean benefits also creates hindrance in lean implementation. Managerial implications of the identified barriers for lean implementation in SMEs have been discussed.

Originality/value

The research regarding lean implementation in SMEs is scarce. This study is the first attempt of its kind to identify the lean barriers in a small industry setup through mathematical analysis.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

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