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  • 1.
    Halling, Bengt
    et al.
    University of Gävle, Faculty of Health and Occupational Studies, Department of Occupational and Public Health Sciences, Occupational health science. University of Gävle, Centre for Musculoskeletal Research. University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Development, IT and Land Management, Industrial economics. University of Gävle, Center for Logistics and Innovative Production. Royal Institute of Technology, Stockholm, Sweden.
    Wijk, Katarina
    University of Gävle, Faculty of Health and Occupational Studies, Department of Occupational and Public Health Sciences, Occupational health science. University of Gävle, Centre for Musculoskeletal Research. Department of Public Health Medicine, County Council of Gävleborg, Gävle, Sweden; County Council of Gävleborg, Sweden; Faculty of Educational Science, Uppsala University, Sweden.
    Experienced Barriers to Lean in Swedish Manufacturing and Health Care2013In: International Journal of Lean Thinking, ISSN 2146-0337, Vol. 4, no 2Article in journal (Refereed)
    Abstract [en]

    A B S T R A C T  

    Purpose: The purpose is to compare similarities and divergences in how the concepts of Lean and barriers to Lean are described by key informants at a production unit in a large manufacturing company and two emergency health care units in Sweden.

    Design/methodology/approach: Data was collected via semi-structured interviews and analyzed with the constant comparative method (CCM) and Porras and Robertson’s

    (1992) change model.

    Findings: In both organizations, the view of Lean changed from a toolbox to a human behavior view. Eight barriers were experienced in both organizations. Three barriers

    were unique to manufacturing or to health care, respectively. Nine barriers were elements of social factors;five were elements of organizing arrangements.

    Research limitations/implications: Only people practically involved and responsible for the implementation at the two organizations participated in the study.

    Practical implications: Persons responsible for implementing Lean should consider organizational arrangements and social factors in order to limit barriers to

    successful implementation.

    Originality/value: Most research on Lean has been about successful Lean implementations. This study focuses on how Lean is viewed and what barriers personnel in

    manufacturing and health care have experienced. In comparing the barriers to Lean experienced in the two groups, common, archetypical, and unique barriers for manufacturing and health care can be identified, thus contributing to knowledge about barriers to Lean implementation.

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