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Abstract
Lean implementation involves eliminating all forms of waste (for example, defects or overproduction) and consists of many improvement strategies or systems such as mistake proofing (Poka-Yoke) and Single Minute Exchange of Die (a.k.a. quick changeover). The purpose of this study is to discuss a successful lean or waste elimination initiative for a building products company. Specifically, this study describes how mistake proofing and quick changeover systems were implemented using soft OR practices or Soft Systems Methodology (SSM). Essentially, SSM consisted of four sequential stages, namely (1) problem identification, (2) basic approaches to improvement, (3) making plans for improvement, and (4) translating improvement plans into reality. The study contributes in two ways: for practicing managers, it shows that at the core of lean is soft OR practices, and for academicians, it provides directions for future research.
Highlights
Lean system’s role in driving operational excellence is well known
Recognized as originating from Toyota, Lean implementation involves eliminating all forms of waste and consists of many improvement strategies or systems (Chakravorty, 2009)
Quick changeover systems reduce machine setup time, which in turn reduces the size of the production runs, eliminating the waste of overproduction (Shingo, 1985)
Summary
The University of Rhode Island Faculty have made this article openly available. Please let us know how Open Access to this research benefits you. N. Lean Systems: Soft OR in practice. College of Business Administration University of Rhode Island 321 Ballentine Hall 7 Lippitt Road
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