Abstract
The purpose of this paper was to investigate the effect of lean practices on productivity at process industries; the case of Hikma Pharmaceutical Company. A quantitative approach based on survey questionnaire was used to evaluate the impact of lean tools on productivity. The paper showed that visual management, 5S, and work standards had a significant impact on productivity, whereas, waste reduction did not have a significant effect. Keywords : Lean practices, productivity, pharmaceutical industry.
Highlights
Sohal (1996) argued that lean production solves problems through continuous improvements and eliminates unnecessary processes
The main aim of this paper was to investigate the effect of lean practices on the operational performance at Hikma Company and to determine the best lean tools that are suitable to the company
Table-2 presents the average and standard deviation for each lean tool. It appears that respondents had high scores for all lean practices, except for waste reduction; the average is 3.42
Summary
Sohal (1996) argued that lean production solves problems through continuous improvements and eliminates unnecessary processes. Lean management implements some set of lean practices to identify and eliminate process that do not create value for the end users. Womack and Jones (1996) confirmed that, irrespective to the type of business, lean management is concerned with adding value to customers’. Avinash (2015) argued that it is essential to examine whether adoption of lean in process industries (e.g. Pharmaceutical) is significantly beneficial for the business or not. Pharmaceutical Companies have continuous process; non discrete materials that cannot be conducted without containerization 1. Pharmaceutical Companies have seasonal availability of raw materials and huge processing equipments (Melton, 2005), and raw materials, finished goods, and auxiliary materials occupy huge spaces. Pharmaceutical Companies have seasonal availability of raw materials and huge processing equipments (Melton, 2005), and raw materials, finished goods, and auxiliary materials occupy huge spaces. Cox and Chicksand (2005) suggested that lean can assist in achieving better utilization of space and equipments
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