TY - JOUR
T1 - Transfer mechanisms for lean implementation with OHS integration in the garment industry
AU - Hamja, Abu
AU - Hasle, Peter
AU - Hansen, David
N1 - Funding Information:
The work was supported by the DANIDA, Denmark under grant 14-07AAU.
Publisher Copyright:
© 2021, Emerald Publishing Limited.
PY - 2022
Y1 - 2022
N2 - Purpose: Lean manufacturing has the potential for simultaneously improving the competitiveness and the social sustainability of the apparel industry in developing countries. However, there is limited research on the ways to a successful lean implementation in developing countries and with an emphasis on occupational health and safety (OHS) improvement. Design/methodology/approach: The paper investigates four cases of lean implementation in garment factories and uses the design science research strategy, building on the context-intervention-mechanism-outcome (CIMO) framework to identify explanatory mechanisms that can be used for designing future action. Findings: The study identifies tangible mechanisms that can lead to successful lean implementation. The most important mechanisms relate to practical top management support, worker involvement, application of lean tools and training. Practical implications: The findings of this study can guide better lean implementation for the many garment factories in developing countries. Originality/value: While the lean literature provides general recommendations for lean implementation, knowledge about the transfer mechanisms in developing countries as well as the connections between lean and OHS is limited. This paper contributes to lean implementation theory and to the discourse of positive lean by integrating efficiency and working conditions. In addition, the paper identifies transfer mechanisms for lean implementation in the garment industry in a developing country.
AB - Purpose: Lean manufacturing has the potential for simultaneously improving the competitiveness and the social sustainability of the apparel industry in developing countries. However, there is limited research on the ways to a successful lean implementation in developing countries and with an emphasis on occupational health and safety (OHS) improvement. Design/methodology/approach: The paper investigates four cases of lean implementation in garment factories and uses the design science research strategy, building on the context-intervention-mechanism-outcome (CIMO) framework to identify explanatory mechanisms that can be used for designing future action. Findings: The study identifies tangible mechanisms that can lead to successful lean implementation. The most important mechanisms relate to practical top management support, worker involvement, application of lean tools and training. Practical implications: The findings of this study can guide better lean implementation for the many garment factories in developing countries. Originality/value: While the lean literature provides general recommendations for lean implementation, knowledge about the transfer mechanisms in developing countries as well as the connections between lean and OHS is limited. This paper contributes to lean implementation theory and to the discourse of positive lean by integrating efficiency and working conditions. In addition, the paper identifies transfer mechanisms for lean implementation in the garment industry in a developing country.
KW - Design science
KW - Developing countries
KW - Lean
KW - Occupational health and safety
KW - Productivity
UR - http://www.scopus.com/inward/record.url?scp=85106602584&partnerID=8YFLogxK
U2 - 10.1108/IJPPM-06-2020-0314
DO - 10.1108/IJPPM-06-2020-0314
M3 - Journal article
AN - SCOPUS:85106602584
SN - 1741-0401
VL - 71
SP - 3534
EP - 3555
JO - International Journal of Productivity and Performance Management
JF - International Journal of Productivity and Performance Management
IS - 8
ER -