Modelling the interrelationship between factors for adoption of sustainable lean manufacturing: a business case from the Indian automobile industry

Figures & data

Table 1. Critical success factors for sustainable lean manufacturing implication for economy, social and environment.

Factors for sustainable lean	Economy	Social	Environment
Top management involvement	Awareness of operational cost and wages shared across the organisation ((Aboelmaged 2018), (Sangwan, Bhamu, and Mehta 2014), (Rose, Deros, and Ab Rahman 2014), (Djassemi 2014), (Bergmiller and McCright 2009b))	Society development through knowledge sharing and budget for CSR activities ((Jadhav, Mantha, and Rane 2014), (Panizzolo et al. 2012), (Bakas, Govaert, and Van Landeghem 2011))	Helps in the utilisation of natural resources and control environment condition ((Nordin, Deros, and Wahab 2010), (Bergmiller and McCright 2009b), (Dowlatshahi and Taham 2009), (Achanga et al., 2006))
Brand value	Right decision in finance and cost investment towards new initiatives (Dora et al. 2013)	Helps in CSR activities which improve society (Bakas, Govaert, and Van Landeghem 2011)	Follow legal requirements and force to compliance environmental requirements (Rose, Deros, and Rahman 2010)
Multiskilling	Can be ready to handle new technology (Sangwan, Bhamu, and Mehta 2014), (Panizzolo et al. 2012)	Help for relation building and resource management (Panizzolo et al. 2012)	Participation in control environment regulation activities (Bhasin 2012), (Singh, Garg, and Sharma 2010),
Machine condition	Impact on total breakdown losses and time (Dora et al. 2013)	Human suffering from the worst condition (Singh, Garg, and Sharma 2010)	Control total natural resources depend on the machine (Rose, Deros, and Rahman 2010)
Working Culture	Workers work towards cost competition (Mittal and Sangwan, 2015), (Ghazilla et al. 2015),	Society improvement through improved culture (Mittal et al. 2013), (Bey, Hauschild, and McAloone 2013),	Healthy culture create a good environment (Studer et al. 2006)
Self-respondent	Involvement in a cost-effective strategy (Bakas, Govaert, and Van Landeghem 2011),	Responding towards the work culture (Rose, Deros, and Rahman 2010)	Create healthy environment (Rose, Deros, and Rahman 2010)
Public awareness	Understanding of economy (Sangwan, Bhamu, and Mehta 2014)	Awareness towards requirement in society (Bhasin 2012)	Contribution in green initiatives (Achanga et al., 2006)
Employee training	Utilisation of knowledge in improvement activities (Aboelmaged 2018)	Overall development in society (Mittal and Sangwan, 2015), (Mittal et al. 2013)	Usages of natural resources and optimum utilisation (Singh, Singh, and Dhingra 2012)
Current legal regulations	Help in the understanding of losses and benefits (Ghazilla et al. 2015),	Focus on social activity (Mittal and Sangwan 2014a), (Bey, Hauschild, and McAloone 2013), (Mittal et al. 2012)	Pollution control action created to prevent environment (Walker et al., 2008), (Luken and Van Rompaey 2008)
Review mechanism	Strategy revision done based on a review (Ghazilla et al. 2015), (Mittal et al. 2013)	Society up-gradation through gap analysis (Bey, Hauschild, and McAloone 2013)	Controlling environment conditions covered in the review (Singh, Singh, and Dhingra 2012)
Work Standardisation	Focus on defect reduction (Dowlatshahi and Taham 2009)	Control work area (Dowlatshahi and Taham 2009)	Effect on environment condition to sustain (Dowlatshahi and Taham 2009)
Cost competitive strategy	Increment in profitability (Aboelmaged 2018)	Contribution in society development (Mittal and Sangwan, 2015), (Ghazilla et al. 2015), (Walker et al., 2008)	Green initiative towards the environment (Luken and Van Rompaey 2008), (Thomas et al. 2012), (Soosay et al. 2016)
Employee Motivation	The effort towards improvement actions (Ghazilla et al. 2015)	Action for society improvement (Mittal and Sangwan 2014a), (Mittal et al. 2013),	Helps in reduction of pollutions (Bey, Hauschild, and McAloone 2013), (Bergmiller and McCright 2009b), (Fatma Pakdil and Leonard 2015)
Usage of upgraded technology	Cost reduced through multi-operation (Sangwan, Bhamu, and Mehta 2014)	It reduces strain in the working area (Dora et al. 2013), (Panizzolo et al. 2012)	Technology helps in reducing pollution (Venugopal and Saleeshya 2019)
Future legal regulation	Understanding of coming regulation to drop in manufacturing (Mittal and Sangwan, 2015)	Activity planned for society (Mittal and Sangwan, 2015),	Pollution level considered for actions (Ghazilla et al. 2015)

Figure 1. Research flow chart for ISM study.

Figure 2. ISM application used by researchers (year wise).

Figure 3. Journal wise ISM publications.

Figure 4. Flowchart for analysing the critical success factors for SLM implementation.

Table 2. Likert scale rating.

Scale	Rating
5	Most effective
4	Very effective
3	Effective
2	Moderately effective
1	Not effective

Table 3. Statistical analysis of factors for SLM Implementation.

CSFs	Mean	S.D.	Rank
(i). Top management	4.177	0.8988	I
(ii). Employee	3.869	0.8136	VIII
(iii). Technology	3.934	0.9543	1V
(iv). Machine	4.001	0.9615	11
(v).Culture	3.925	0.9387	V
(vi). Legal Regulation	3.906	0.9063	VI
(vii). Government	3.897	0.8895	VII
(viii). Strategy	3.962	0.9802	111
(ix). Financial review	3.859	0.9054	IX

Table 4. Structural Self Interaction Matrix.

Variables	15	14	13	12	11	10	9	8	7	6	5	4	3	2
1	V	V	X	X	V	V	V	X	V	V	V	V	V	V
2	A	A	A	A	A	A	A	A	A	A	A	A	A
3	X	X	O	O	V	A	V	A	V	A	A	X
4	X	X	A	A	V	A	V	A	V	A	A
5	O	V	A	A	V	V	V	A	V	V
6	O	O	A	O	O	O	O	A	V
7	A	A	A	A	V	A	A	A
8	V	V	X	X	V	V	V
9	A	A	O	O	V	A
10	O	A	A	A	V
11	O	A	A	A
12	V	V	X
13	V	V
14	O

Table 5. Final Reachability Matrix.

Variables	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	DRIVE Power
1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	15
2	0	1	0	0	0	0	0	0	0	0	0	0	0	0	0	1
3	0	1	1	1	0	0	1	0	1	0	1	0	0	1	1	8
4	0	1	1	1	0	0	1	0	1	0	1	0	0	1	1	8
5	0	1	1	1	1	1	1	0	1	1	1	0	0	1	0	10
6	0	1	1	1	0	1	1	0	0	0	0	0	0	0	0	5
7	0	1	0	0	0	0	1	0	0	0	1	0	0	0	0	3
8	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	15
9	0	1	0	0	0	0	1	0	1	0	1	0	0	0	0	4
10	0	1	1	1	0	0	1	0	1	1	1	0	0	0	0	7
11	0	1	0	0	0	0	0	0	0	0	1	0	0	0	0	2
12	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	15
13	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	15
14	0	1	1	1	0	0	1	0	1	1	1	0	0	1	0	8
15	0	1	1	1	0	0	1	0	1	0	0	0	0	0	1	6
Dependence	4	15	11	11	5	6	13	4	11	7	12	4	4	8	7

Table 6. Partitioning of Variables.

Variables	Reachability Set	Antecedent Set	Intersection Set	level
1	1,2,3,4,5,6,7,8,9,10,11,12,13,14,15	1,8,12,13	1,8,12,13	X
2	2	1,2,3,4,5,6,7,8,9,10,11,12,13,14,15	2	I
3	2,3,4,7,9,11,14,15	1,3,4,5,6,8,10,12,13,14,15	3,4,14,15	VIII
4	2,3,4,7,9,11,14,15	1,3,4,5,6,8,10,12,13,14,15	3,4,14,15	VIII
5	2,3,4,5,6,7,9,10,11,14	1,5,8,12,13	5	IX
6	2,3,4,6,7	1,5,6,8,12,13	6	V
7	2,7,11	1,3,4,5,6,7,8,9,10,12,13,14,15	7	III
8	1,2,3,4,5,7,8,9,10,11,12,13,14,15	1,8,12,13	1,8,12,13	X
9	2,7,9,11	1,3,4,5,6,8,9,10,12,13,14,15	9	IV
10	2,3,4,7,9,10,11	1,5,6,8,10,12,13,14,	10	VII
11	2,11	1,3,4,5,6,7,8,9,10,11,12,13,14,	11	II
12	1,2,3,4,5,6,7,8,9,10,11,12,13,14,15	1,8,12,13	1,8,12,13	X
13	1,2,3,4,5,6,7,8,9,10,11,12,13,14,15	1,8,12,13	1,8,12,13	X
14	2,3,4,7,9,10,11,14	1,5,8,12,13,14	14	VIII
15	2,3,4,7,9,,15	1,8,12,13,15	15	VI

Figure 5. ISM-based model of CSFS for SLM implementation.

Figure 6. Driving power and dependence power diagram of critical success factors for SLM adoption.

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