Exploring the factors that hinder Lean improvement initiatives in a job shop environment: A qualitative case study of a Malaysian company

Abstract Job shop production faces various challenges regarding the use of lean manufacturing (Lean) initiatives to sustain a competitive advantage; losing the ability to maintain continual improvement of longstanding initiatives is one of the most significant. This study explores how Lean improvement initiatives can be affected by years of indifferent treatment. Consisting of a single qualitative case study conducted in a Malaysian company that has implemented Lean initiatives for more than 20 years, our findings reveal that Lean implementations in job shop environments can deteriorate over time. Our analysis identifies three overarching themes. First, even though the company has many years' experience of lean implementation, a lack of organizational engagement hindered further improvements. Second, the resource capabilities provided, became outdated, and in poor condition. Third, the company saw a rapidly diminishing level of commitment among its workers. Thus, although the company had previously enjoyed some success in implementing Lean, its ability to keep the momentum behind its initiatives began to fade. The study will help guide practitioner's actions when implementing Lean initiatives, and will enhance the knowledge of issues related to long term Lean implementations in job shop production.