Abstract
While Group Technology (GT) has considerable effects on important dimensions of lean production such as production wastes, set up time, quality and inventory management, the relationship between the two subjects has been not been sufficiently addressed in the literature. In this paper, a conceptual model has been proposed for enhancing productivity through the application of Group Technology (GT) in lean production systems. The model includes dimensions of GT and its relationship with lean production goals. Statistical analysis has been conducted and the links in the proposed model have been examined based on a questionnaire. The statistical population included managers of two industrial companies. The results confirm the high correlation between the elements of the proposed model in both companies. Also, the results of the variance analysis imply that except two items of the questionnaire, there is no difference in other items between the two companies.
Highlights
In the intensive competitive environment of the global economy, the survival of even the most well-established world class manufacturers depends on the ability to continuously improve quality while reducing costs
The results provided substantial evidence that utilization of this method mediates the relationship between lean manufacturing and financial performance
Cellular manufacturing is a kind of layout that may be used in Group Technology (GT) systems and as it is stated before, this kind of layout is one of the tools and methods of lean production systems
Summary
In the intensive competitive environment of the global economy, the survival of even the most well-established world class manufacturers depends on the ability to continuously improve quality while reducing costs. The basic underlying idea of ‘lean’ is to minimize the consumption of resources that add no value to a product (Shahin and Alinavaz, 2008) This concept originated in the Japanese manufacturers systems after World War II. The major focus of their work is the same, i.e. how to minimize inventory and to insure its visibility in the pipeline in different industrial scenarios In this context, the work of Towill (1997) regarding the principles of www.ccsenet.org/ibr good practice for material flow engineering and system design methodologies seems important. The lean production concept (Womack et al, 1990; Shingo, 1989) was viewed as a counter-intuitive alternative to traditional manufacturing models (Hayes and Pisano, 1994) Today it is arguably the paradigm for operations and its influence can be found in a wide range of manufacturing and service strategies (Womack and Jones, 1996). Petersen (2009) investigated the definition of lean production and the methods and goals associated with the subject as well as how it differs from other popular management concepts
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