Obstacles in adopting Lean Thinking at the Driver and Vehicle Licensing Authority in Ghana

Abstract

The Lean Thinking ideology has established tools and techniques needed to reduce non-value-added activities such as waiting time, overproduction, transportation, motion, inventory and defects within an organization’s value stream. Numerous organizations across the world have applied Lean Thinking and have attained vast benefits. This research examined the obstacles or barriers to Lean implementation at the Driver and Vehicle Licensing Authority (DVLA) in Ghana. The research used the concurrent mixed methods research design. A total of  clients of DVLA were sampled for the study using a simple random sampling approach. The data analysis for the study was grounded on the standardized Z-test and thematic analysis. The results from the study revealed that lack of top management support, consulting cost in Lean, stringent requirements and approval, lack of knowledge in Lean, and lack of government support for research and collaboration in Lean were the barriers in the Lean implementation process. It was therefore recommended that management and employees of DVLA should focus on identifying and eliminating the obstacles in Lean implementation which affect their operations.