Caroline Felicita Aurelius, Saiful Mangngenre, Irwan Setiawan

Barriers to Lean Manufacturing Implementation in the Bakery Industry: An Empirical Study from Indonesia

Introduction

Barriers to lean manufacturing implementation in the bakery industry: an empirical study from indonesia. Empirical study identifies key barriers to lean manufacturing in Indonesian bakeries. Technology and organizational culture are dominant. Improve tech infrastructure & culture for production efficiency.

Abstract

The implementation of lean manufacturing is essential for companies to minimize waste by reducing non-value-added activities while maintaining product quality and customer satisfaction. Despite its advantages, various barriers hinder its optimal application. This study aims to identify the factors that impede the implementation of lean manufacturing and determine the most dominant factors in bakery factories in Indonesia. The research was conducted across 14 bakery factories on the islands of Sumatra, Java, Kalimantan, and Sulawesi. Data was collected using a survey questionnaire and analyzed using factor analysis and the Decision Making and Evaluation Laboratory (DEMATEL) method. The results reveal seven key factors with significant influence, with technology emerging as the most dominant factor (1.404), followed by organizational culture (0.497). These findings underscore the importance of addressing the technological limitations and organizational culture to enhance lean manufacturing efficiency. The practical implications of this study suggest that bakery companies should focus on improving their technological infrastructure and fostering a culture supportive of lean principles to optimize production efficiency. Theoretical implications include the extension of lean manufacturing frameworks to address sector-specific challenges in the bakery industry, contributing to the broader field of sustainable manufacturing practices

Review

This study, "Barriers to Lean Manufacturing Implementation in the Bakery Industry: An Empirical Study from Indonesia," addresses a highly relevant and practical topic by investigating the impediments to lean manufacturing adoption within a specific, under-researched sector and geographical context. The authors effectively establish the importance of lean principles for waste reduction, quality, and customer satisfaction, setting a clear motivation for their investigation. Utilizing a combined methodology of factor analysis and the DEMATEL method across 14 bakery factories in Indonesia, the research identifies seven key barriers, with technology and organizational culture emerging as the most dominant. These findings offer valuable initial insights into the unique challenges faced by this industry in a developing economy. While the study provides a useful initial exploration, several aspects warrant further detail and consideration for a more comprehensive understanding. The sample size of 14 factories, though geographically diverse across multiple islands, is relatively small for an empirical study aiming to draw broader conclusions about an entire industry within a large country like Indonesia. This raises questions about the generalizability of the findings and whether these "dominant factors" would hold true across a larger, more representative sample. Furthermore, the abstract mentions "seven key factors" but only explicitly names two (technology and organizational culture). Providing at least the categories or a brief description of the other five significant factors would strengthen the abstract's ability to convey the breadth of the research. A brief explanation of *how* DEMATEL was applied to establish dominance and what the numerical values (e.g., 1.404) represent would also enhance clarity for the reader, particularly concerning the method's unique contribution beyond simple ranking. Despite these points, this study offers a solid foundational contribution to understanding lean manufacturing implementation challenges in the bakery sector, particularly within an emerging economy context. The identification of technology and organizational culture as critical barriers provides clear actionable insights for practitioners looking to improve efficiency within their operations. For future research, expanding the sample size would undoubtedly bolster the generalizability and robustness of these findings. Additionally, a deeper qualitative exploration into the specific technological limitations or cultural nuances identified could provide richer context and more targeted solutions. The theoretical implications, extending lean frameworks to address sector-specific challenges, are commendable and pave the way for further research into sustainable manufacturing practices within the food industry.

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