Abstract

This study adopts the mixed approach of simulation modeling and field study to investigate the effectiveness of leaders engaged in the role of line chief in lean production. The simulation results show that there is a tipping point at which help from a line chief drastically improves production flow when the workload is relatively high and problem occurrence is rare. However, the efficient production flow thus achieved is vulnerable to slight changes in problem occurrence. The field study conducted in a Japanese automobile assembly plant, especially the time study of group leaders, supports the results of the simulation.

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