## 4 Results
### Step 2: Interpretive Structure Modeling (ISM) and MICMAC Results
The driving power of each lean barrier is obtained by summing up all values in the row, including itself. The dependence of each lean barrier is obtained by summing up the column value. The values of driving power and dependence are further used in the MICMAC analysis. \begin{table}
\begin{tabular}{c c c c c c c c c c c c c c} \hline
**LBs Code** & **LBs** & **13** & **12** & **11** & **10** & **9** & **8** & **7** & **6** & **5** & **4** & **3** & **2** \\ \hline LB01 & Lack of resources to invest & V & V & V & V & V & V & A & V & V & V & V & V \\ \hline LB02 & Slow response to market & V & A & A & A & O & A & A & O & A & A & A & \\ \hline LB03 & Lack of awareness & V & V & V & V & V & V & O & V & A & X & & \\ \hline LB04 & Lack of formal training & V & X & V & V & V & V & V & O & A & & & \\ \hline LB05 & Top management resistance & V & V & V & V & V & V & V & V & V & & & \\ \hline LB06 & Lack of empowerment & V & O & V & A & V & A & O & & & & & \\ \hline LB07 & Lack of preservance & V & A & V & A & O & A & & & & & & \\ \hline LB08 & Worker resistance & V & A & V & V & V & & & & & & & & \\ \hline LB09 & Lack of strong quality policy & V & O & A & A & & & & & & & & \\ \hline LB04 & Lack of cooperation and & & V & V & V & V & & & & & & & & \\ \hline LB10 & Lack of personal training & V & O & A & A & & & & & & & & & \\ \hline LB11 & Lack of lean understanding & V & A & A & & & & & & & & & & \\ \hline LB12 & Insufficient information system & V & & & & & & & & & & & & \\ \hline LB13 & Risk of sustainable practice & & & & & & & & & & & & & & \\ \hline \end{tabular}
\end{table} 
Table 4: Structural self-interaction matrix (SSIM). \begin{table}
\begin{tabular}{c c c c c c c c c c c c c c} \hline
**LBs Code** & **LBs** & **1** & **2** & **3** & **4** & **5** & **6** & **7** & **8** & **9** & **10** & **11** & **12** & **13** & **DP\({}^{\#}\)** \\ \hline LB01 & Lack of resources to invest & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 13 \\ \hline LB02 & Slow response to market & 0 & 1 & 0 & 0 & 0 & 0 & 0 & 0 & 0 & 0 & 0 & 0 & 1 & 2 \\ \hline LB03 & Lack of awareness & 0 & 1 & 1 & 1 & 0 & 1 \({}^{*}\) & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 11 \\ \hline LB04 & Lack of formal training for workers & 0 & 1 & 1 & 1 & 0 & 1\({}^{*}\) & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 11 \\ \hline LB05 & Top management resistance & 0 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 1 & 12 \\ \hline LB06 & Lack of empowerment of employees & 0 & 1 \({}^{*}\) & 0 & 0 & 0 & 1 & 0 & 0 & 1 & 0 & 1 & 0 & 1 & 5 \\ \hline LB07 & Lack of preservance & 0 & 1 & 0 & 0 & 0 & 1 & 0 & 1\({}^{*}\) & 0 & 1 & 0 & 1 & 5 \\ \hline LB08 & Worker resistance & 0 & 1 & 0 & 0 & 0 & 1 & 1 & 1 & 1 & 1 & 1 & 0 & 1 & 8 \\ \hline LB09 & Lack of strong quality policy & 0 & 0 & 0 & 0 & 0 & 0 & 0 & 0 & 1 & 0 & 0 & 0 & 1 & 2 \\ \hline LB10 & Lack of cooperation and mutual trust between & & & & & & & & & & & & & & \\ \multicolumn{11}{c}{management and employees} & & & & & & & & & & & & & & \\ \hline LB11 & Lack of lean understanding & 0 & 1 & 0 & 0 & 0 & 0 & 0 & 1 & 0 & 1 & 0 & 1 & 7 \\ \hline LB12 & Insufficient information system & & & & & & & & & & & & & & \\ \multicolumn{11}{c}{system} & & & & & & & & & & & & & & \\ \hline LB13 & Risk of sustainable practice & & & & & & & & & & & & & & \\ \multicolumn{11}{c}{implementation} & & & & & & & & & & & & & & & \\ \multicolumn{11}{c}{Dependence} & & & & & & & & & & & & & & \\ \hline \end{tabular}
\end{table} 
Table 5: Final reachability matrix (FRM).