## 4 Results
### Step 3: Interpretive Ranking Process (IRP) Model
#### 4.3.2 Interpretive Matrix (IM)
\begin{table}
\begin{tabular}{c c c c c} \hline \hline
**LBs** & **P1** & **P2** & **P3** & **P4** \\ \cline{2-5}
**Code** & **Manufacturing Cost** & **Service Quality** & **Volume Flexibility** & **Safety** \\ \hline \multirow{6}{*}{LB06} & & Lack of empowerment & Employees are unable & \\  & & leads to unhappy, & to make decisions & \\  & & demotivated & during critical times & \\  & & employees, with no & because they & \\  & & sense of responsibility. & lack authority. & \\ \hline \multirow{6}{*}{LB07} & Employees may not & Due to a lack of & \\  & take care in their jobs & perseverance, the & & \\  & and tasks, making & employees may not & & \\  & mistakes; wasting time & perform their tasks, not & & \\  & and materials may & pay heed to errors, or & & \\  & increase the & have poor-quality & & \\  & manufacturing costs. & finished jobs. & & \\ \hline \multirow{6}{*}{LB08} & & Not caring about the & & \\  & & quality of the products, & & \\  & and not being bothered & & & \\  & & about problems arising & & \\  & & in the workplace. & & \\ \hline \multirow{6}{*}{LB09} & The lack of a strong & The lack of strong & & This may lead to poor \\  & quality policy may & policies may lead to & & safety conditions, \\  & increase the number of & low-quality products, & & which can cause \\  & rewards and decrease & decreasing productivity & & dangerous accidents \\  & the productivity & and service quality. & & \\ \hline \multirow{6}{*}{LB10} & & & Lack of trust between & \\  & & higher-ups and & & \\  & & employees, lack of & & \\  & & commitment; bad & & Poor leadership may \\  & & leadership and & & fail to maintain \\  & & relationships between & & safety standards. \\  & & employer and & & \\  & & employee can all make & & \\  & & it harder to change. & & \\ \hline \multirow{6}{*}{LB11} & Lack of lean knowledge & This affects the quality & & \\  & may increase the cost, & of the work and & & \\  & time, and unnecessary & increases the & & Lack of lean \\  & task reworks, thus & non-value-added & & understanding \\  & increasing the & activities, which cost & & reduces flexibility. \\  & manufacturing costs. & the customer and & & \\  & & the company. & & \\ \hline \multirow{6}{*}{LB12} & This disrupts the flow & & & \\  & of the information & & & \\  & system and creates & & & \\  & communication gaps & & & \\  & between the employer & & & \\  & and employee. & & & \\ \hline \multirow{6}{*}{LB13} & This increases waste & & & \\  & diversity and increases & & & \\  & the overutilization & & & \\ \cline{1-1}  & of resources. & & & \\ \hline \hline \end{tabular}
\end{table} 
Table 8: _Cont._knowledge base (ILLKB). Each lean barrier is compared to another lean barrier, keeping the performance variable in considering whether it is dominating or not. Further, the Dominance interaction matrix (DIM), as shown in Table 10, may be prepared based on the dominance finalized. Thus, it provides the dominating interaction matrix for understanding the influence of LBs. Table 11 shows the dominance matrix to produce the final ranking of lean implementation barriers. The dominance and dependence of each lean barrier are considered to prepare the final ranking table. Figure 5 shows the dominance of various LBs over each other in pictorial form. Each lean barrier possesses both the dominating and being-dominated characteristics, which are further represented quantitatively for each LB. \begin{table}
\begin{tabular}{p{113.8 pt} p{113.8 pt} p{113.8 pt} p{113.8 pt}} \hline \hline
**Paired Comparison of LBS** **in Terms of Dominance** & \begin{tabular}{c} **Performance Variable (s) for Which the Dominance** **Holds Good** \\ \end{tabular} & \
\begin{tabular}{c} **Paired Comparison of LBs in** **Terns of Dominance** \\ \end{tabular} &
\begin{tabular}{c} **Performance Variable (s) for Which the Dominance** **Holds Good** \\ \end{tabular} \\ \hline  
P3 & 13 Dominating 14 & P1,P2,P3,P4 \\ \hline \hline \end{tabular}
\end{table} 
Table 9: Interpretive logic lean knowledge base (ILLKB). Figure 5: Ranking of LBs using IRP.