Failure of Continuous Improvement initiatives in manufacturing environments: a systematic review of the evidence

Abstract

Purpose
– The purpose of this paper is to present the core themes derived from literature that contribute to the failure of continuous improvement initiatives in the manufacturing industry.

Design/methodology/approach
– The approach taken was to complete a systematic review of literature, grouping the failure factors through the use of idea maps and affinity diagrams into the core themes reported.

Findings
– From the review it is evident that continuous improvement initiatives can fail due to a multitude of factors; but that these can be grouped under eight core themes. The themes found to contribute to the failure of continuous improvement initiatives are: Motives and Expectations, Organizational Culture and Environment, The Management Leadership, Implementation Approach, Training, Project Management, Employee Involvement Levels, and Feedback and Results. These themes have been further categorized into a three-stage model.

Research limitations/implications
– The review was carried out using a selection of high-quality journals, although this may have restricted the findings. The research is also limited to manufacturing, so it is unknown if the same factors impact initiatives in the service or public sectors. Continuous improvement is defined for the purpose of the study as TQM, Lean, and Six Sigma.

Originality/value
– From a practical perspective, the research findings create awareness for organizations of the complexity of organizational change in the form of continuous improvement implementation.

Full text

International Journal of Productivity and Performance Management
Why continuous improvement initiatives fail in manufacturing environments? A
systematic review of the evidence
Richard McLean Jiju Antony
Article information:
To cite this document:
Richard McLean Jiju Antony , (2014),"Why continuous improvement initiatives fail in manufacturing
environments? A systematic review of the evidence", International Journal of Productivity and Performance
Management, Vol. 63 Iss 3 pp. 370 - 376
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http://dx.doi.org/10.1108/IJPPM-07-2013-0124
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Why continuous improvement
initiatives fail in manufacturing
environments? A systematic
review of the evidence
Richard McLean and Jiju Antony
Department of DMEM, University of Strathclyde, Glasgow, UK
Abstract
Purpose – The purpose of this paper is to present the core themes derived from literature that
contribute to the failure of continuous improvement initiatives in the manufacturing industry.
Design/methodology/approach – The approach taken was to complete a systematic review of
literature, grouping the failure factors through the use of idea maps and affinity diagrams into the core
themes reported.
Findings – From the review it is evident that continuous improvement initiatives can fail due to a
multitude of factors; but that these can be grouped under eight core themes. The themes found
to contribute to the failure of continuous improvement initiatives are: Motives and Expectations,
Organizational Culture and Environment, The Management Leadership, Implementation Approach,
Training, Project Management, Employee Involvement Levels, and Feedback and Results. These
themes have been further categorized into a three-stage model.
Research limitations/implications – The review was carried out using a selection of high-quality
journals, although this may have restricted the findings. The research is also limited to manufacturing,
so it is unknown if the same factors impact initiatives in the service or public sectors. Continuous
improvement is defined for the purpose of the study as TQM, Lean, and Six Sigma.
Originality/value – From a practical perspective, the research findings create awareness for
organizations of the complexity of organizational change in the form of continuous improvement
implementation.
Keywords Continuous improvement, Manufacturing, Six Sigma, Lean
Paper type Literature review
Introduction
This paper was guided by a desire to understand why continuous improvement initiatives
fail in manufacturing environments. Reports that most organizational change efforts fail
or do not meet targets (Stanleigh, 2008; Axelrod et al., 2006) demonstrate the need to
identify and address the issues associated with organizational change. Specifically in
relation to continuous improvement, Angel and Pritchard (2008) state that 60 per cent
of Six Sigma initiatives fail to achieve the desired results.
The systematic review was conducted based on the methodology promoted by
Tranfield et al. (2003) that has since been adopted by a varietyof authors in management
research (Thorpe et al., 2005; Keupp et al., 2012; de Menezes and Kelliher, 2011).
Methodology
Systematic review strategy and process
The systematic review followed the broad three stages outlined by Tranfield et al. (2003):
(1) planning the review;
(2) conducting the review; and
(3) reporting and dissemination.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-0401.htm
Received 2 July 2013
Accepted 4 July 2013
International Journal of Productivity
and Performance Management
Vol. 63 No. 3, 2014
pp. 370-376
rEmerald Group Publishing Limited
1741-0401
DOI 10.1108/IJPPM-07-2013-0124
370
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These three stages were then expanded upon through reference to the work of Bakker
(2010) and Rashman et al. (2009). This led to the development of the review procedure
as outlined in Figure 1. This review procedure is felt to be robust, with a clear logic and
a sequence that can be traced.
The review was limited to journal articles published in the period 1995-2012 and
only high-quality journals deemed relevant to the research topic were searched. All
journals were searched for the terms “TQM failure”, “Lean failure”, and “Six Sigma
failure”. These terms were chosen as they were felt to cover failure within the most
prevalent continuous improvement methodologies used, whilst also covering both past
and present methods.
The factors found were initially grouped under 26 headings using an idea map.
These 26 headings, and the factors contained, were then grouped into ten more general
themes with the use of an affinity diagram. Finally, this was reduced to the eight
core themes discussed in the paper as overlap existed between certain themes and the
content of these are therefore discussed together.
1. Plan the review
2. Conduct the review
Identify target journals
and key search terms
Electronic search of
IB/INFORM database
377 papers
Review title and abstract
of each paper
Papers excluded with reason
based on title and abstract, or
duplication
Publications excluded with
reason based on full text
Fully appraise each
paper
56 papers
Synthesis and reporting
of papers meeting
criteria
43 papers
3. Reporting and
dissemination
Identify sources directly
referenced during
research and subject to
existing inclusion
criteria. Fully review and
include findings as
appropriate.
6 papers
Figure 1.
Flow diagram
of systematic
review process
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Why continuous improvement fails 1995-2012: overview, gaps, and future
research directions
Detailed below is a summary of the core themes derived from literature. The output of
this review is a three-stage model, containing the eight themes identified.
Theme 1: Motives and Expectations
Before the implementation is even underway; the motives for the initiative, and the
expectations of the outcomes, require serious consideration and evaluation. From
the research it is evident that starting an initiative for the wrong reasons could cause it
to end in failure.
Typically the wrong motive would be to start an initiative because others have
done so (Beer, 2003), or to start in response to external pressures. Organizations can
be guilty of “joining the bandwagon” and at times responding to the overselling of
an initiative without consideration for the demands it will place on the organization
(Powell, 1995). Organizations can therefore hold unrealistic expectations, which
when not met are likely to lead to disappointment and overall failure. Expectations
of instant gratification or of short-term fixes will be problematic (Choi and Behling,
1997).
The motivation and expectation of employees is also important as there will be
those employees that approach the implementation negatively. This negativity can
result for many reasons including misunderstanding (Taylor and Wright, 2003) or a
feeling of uncertainty (Azis and Osada, 2010). Cynicism can also be present amongst
employees, which can often be caused by experience of past failures (Lituchy et al.,
1998).
Theme 2: Organizational Culture and Environment
The culture of the business as well as the environment in which it operates can
contribute to the failure of an initiative. The culture of a business has the potential to
restrict change efforts or create resistance (Pascale et al., 1997). The existing culture
of the business may not be well suited to the initiative, with the implementation
efforts viewed as too stark a contrast to current ways (Reger et al., 1994). Some
organizations will also make unrealistic assumptions about their ability to
transform beliefs and create a new culture (Powell, 1995). This inability to change
can be related to the structure within the organization (Venkatesan et al., 1996), as
well as the level of support that is provided from other business areas. The external
environment also has the potential to hamper efforts. For this reason the timing of
the initiative is crucial and happenings out with the company must be taken into
consideration.
Theme 3: The Management Leadership
The themes of Management and Leadership have been discussed together as they are
considered to be interrelated. Management support and commitment is a consistent
factor attributed to the failure of initiatives, as change programmes are likely to
demand high levels of involvement, and therefore time (Powell, 1995). As the initiative
progresses the initial enthusiasm and support of management can wane, often due to
other priorities arising within the business. As well as commitment, however,
managers must also demonstrate leadership. A lack of true leadership will impede the
efforts (Zbaracki, 1998). This leadership must also be consistently demonstrated at all
levels of management.
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Theme 4: Implementation Approach
The Implementation Approach is core; with poor implementation, deployment, or
execution given as holistic, over-arching reasons behind the failure of initiatives (Sterman
et al., 1997; Das et al., 2000; Klein and Sorra, 1996; Snee, 2010; Jeyaraman and Teo, 2010).
More specifically within this, the level the initiative is implemented to, the speed of
deployment and the manner in which it is implemented will influence the outcome.
There must also be a picture of what is to be implemented, and how these parts all
fit together (Ahire et al., 1996). Tools and techniques require being complimentary, and
also to be integrated with current practices. A lack of roadmap at the outset is therefore
problematic. Consideration must also be given to who will lead the implementation
efforts.
Theme 5: Training
During the implementation of any new initiative it is almost certain some level of
training will have to be delivered to the workforce. There are many elements related to
training that can hamper the effort.
The training content, or the manner of delivery, may not be to the correct standard
(Cudney and Elrod, 2011). The application of the training is also important.
Participants must be given the opportunity to put their learning into practice (Klein
and Sorra, 1996). Staff turnover can also be an issue, especially if there is not the
financial capacity or mechanisms in place to train new recruits.
Theme 6: Project Management
Projects are typically the mechanism employed to achieve results. Poor selection,
management, and resource of projects can all contribute to failure of the initiative
(Antony and Banuelas, 2002; Eckes, 2001). In terms of selection, projects may be
unfocused or have the wrong focus. The projects selected may also be too large or small
in scope or have pre-determined solutions (Gilbert et al., 2003).
Projects are also often poorly defined which can lead to issues with timescale and
perceived results. Projects must also be correctly supported, both through mentors
and the people selected to participate (Snee, 2010).
Theme 7: Employee Involvement Levels
Out with the management team, consideration must also be given to the other
employees within the business during the implementation. Issues such as time
allocation, role conflict, and participation levels can impact achieving the desired
involvement of employees in the change efforts.
The new continuous improvement activity will typically ask for increased levels
of employee involvement, and often attempt to empower employees. The necessary
human resource must therefore be allocated to the initiative (Angell, 2001; Das et al.,
2000; Azis and Osada, 2010; Gilbert et al., 2003; Bart et al., 2000), and firm size can
influence how practical it is to do that.
There may also be a requirement to address employee reservations regarding the
change efforts, as many will hold concerns regarding job security or previous
experience of such programmes (Choi and Behling, 1997).
Theme 8: Feedback and Results
Failure of the mechanisms to review projects and the wider initiative as a whole are
identified. These failures will lead the business to have a false impression of the results
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achieved through the implementation. Inaccuracies, poor review, and poor
communication can all contribute to this (Zbaracki, 1998). It is important that
regular, truthful feedback is gathered regarding the progress of the initiative, with the
environment created where people are prepared to report failures. The company will
also need to use sensible metrics. Due to the change involved in culture and work
content, a new initiative is likely to have a negative impact in the short term (Dean and
Snell, 1996) and those driving the efforts need to be aware of this. In the longer term the
implementation will be viewed to have failed if unable to demonstrate measurable
results and financial returns (Sharma and Chetiya, 2010).
Three-stage model – pre-evaluation, change, and on-going evaluation
From the review of the literature it is clear a multitude of factors can contribute to the
downfall of a continuous improvement initiative. These factors can broadly be grouped
under eight themes. The themes, and the individual factors contained, will also impact
on different stages of the implementation as detailed in Figure 2. The author believes
the themes of Motives and Expectations, Organizational Culture and Environment, and
The Management Leadership, and the points raised within, should all be evaluated
and remedied as necessary as part of a current state pre-evaluation.
Once the current state is correct, and the necessary platform is in place, the business
should only then move to action the themes of Implementation Approach, Training,
Project Management, and Employee Involvement Levels as part of the change stage.
Once change is underway the final theme of Feedback and Results should be
sustained, and review the other seven areas in order to provide a platform for on-going
evaluation of the initiative.
Conclusions and future research directions
This paper studied literature to identify the factors that contribute to the failure of
a continuous improvement initiative within a manufacturing environment. Taken
together, the literature provides consistent and related groups of factors, with little
conflict found. This allowed the identification of eight broad themes that these
factors fall within: Motives and Expectations, Culture and Environment, Management
Pre-evaluation / current state
Motives and
Expectations
Organisational Culture
and Environment
Change
Implementation
Approach Training
Project
Management
On-going Evaluation
Feedback
and Results
Employee
Involvement
Levels
The Management
Leadership
Figure 2.
Three-stage model
to address the
eight themes of
organizational failure
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Leadership, Implementation Approach, Training, Project Management, Employee
Involvement Levels, and Feedback and Results. As a first attempt towards
conceptualizing the findings into a usable tool, these themes have been grouped into
a three-stage model, detailing the order and stage of implementation where the factors
contained should be addressed. To build on this work, the author would suggest
future research is necessary. This will involve validation of the model through
empirical research, with each of the themes identified being studied in-depth. This
will interrogate the model, and analyse the stages, themes, and individual factors
contained. To move the model forwards, the opportunity also exists to develop tools
to aid an organization in evaluating each of the themes within their business.
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Corresponding author
Professor Jiju Antony can be contacted at: jiju.antony@strath.ac.uk
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