Abstract
Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding ‘lean’ and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of ‘lean’ literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding ‘lean’ and measuring the degree of lean implementation within existing manufacturing systems.
Highlights
IntroductionAccording to available literature it could be said that lean concepts are on the agenda again [1] to [3], because of high quality requirements, generally known as six sigma as launched in the Motorola company and later expanded in General Electric and world-wide that urge companies to focus their knowledge and activities on higher operational excellence
According to available literature it could be said that lean concepts are on the agenda again [1] to [3], because of high quality requirements, generally known as six sigma as launched in the Motorola company and later expanded in General Electric and world-wide that urge companies to focus their knowledge and activities on higher operational excellence.Lean thinking [4] is broadly accepted as an approach linked to superior performance, and for its ability to provide competitive advantage
The resulting data were examined through reliability and validity analyses, and analysed using uni- and multi-variate statistical techniques
Summary
According to available literature it could be said that lean concepts are on the agenda again [1] to [3], because of high quality requirements, generally known as six sigma as launched in the Motorola company and later expanded in General Electric and world-wide that urge companies to focus their knowledge and activities on higher operational excellence. Lean thinking [4] is broadly accepted as an approach linked to superior performance (excellence), and for its ability to provide competitive advantage. In 1996, the Slovenian economist Ursic [5] determined that ‘Slovenian companies poorly understand and master those procedures, approaches, tools and methods that could enable greater competitiveness. As there is no evidence about the presence of lean concepts within Slovenian companies the above questions were the basic motivators for the presented research Do companies practise these methods? As there is no evidence about the presence of lean concepts within Slovenian companies the above questions were the basic motivators for the presented research
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