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Purpose – The purpose of this paper is to develop a statistically reliable and valid model of lean manufacturing (LM) implementation drivers for the Indian ceramic industry through an empirical study. Design/methodology/approach – The research methodology is based on the empirical study of the Indian ceramic industry through a questionnaire specifically developed for the study through literature review and discussions held with practitioners. Exploratory factor analysis, confirmatory factor analysis and structural equation modeling techniques have been used to propose and validate the model. SPSS and AMOS statistical tools have been used for the statistical analysis of the data. Findings – The study identified 12 drivers for the LM implementation in Indian ceramic industry. Further, these 12 drivers have been categorized into internal, policy and external drivers (ED). Structural model affirms that ED are positively related to policy drivers (PD) and PD are positively related to internal drivers. Research limitations/implications – This study provides casual relationships among the various drivers, which can be leveraged by the managers for the easy and effective implementation of LM in their organizations. It is expected that the model will help the decision makers during LM implementation in taking informed decisions in prioritizing and sequencing the implementation strategy. The results of the research may apply to other industries as well, but this needs to be validated by collecting data and analysing its results. Practical implications – The results provide insights into motivating factors that should be focused on while taking lean decisions. The correlation results among drivers will enable the policy makers in government and industry to strategically leverage the resources for the successful implementation of LM in the industry. Originality/value – This research empirically develops a model of drivers for LM implementation. The novelty of the study is the causal relationship among the drivers which can be used for decision making to implement lean easily and effectively. Moreover, the categorization of the drivers into internal, external and policy categories and driving/driven relationship among these categories provides the top management an incisive insight into broad improvement areas.
Sangwan et al. (Tue,) studied this question.