Implementation Of Lean Production Research Articles

Contribution of lean production to the resilience of the Brazilian automotive supply chain

We propose a method to assess companies’ ability to cope with different types of disruptive events by developing resilience capabilities through Lean Production (LP) implementation. We use direct and reverse mathematical operations with two expert opinion-based matrices mapping relationships between LP practices and resilience capabilities, and resilience capabilities and types of disruptive events, obtained collecting opinions from 12 experts. We apply the method in two instances. First, using results from a survey with 135 practitioners from the Brazilian automotive industry regarding their adoption levels of LP practices. Direct matrix operations using this input indicated the development levels of eight resilience capabilities and the ability degree to cope with four types of disruptive events. Second, presenting four scenarios in which a company is exposed to high- and low-impact disruptive events of temporary and permanent nature, we perform reverse matrix operations to identify resilience capabilities and LP practices best fit to cope with each type of event. From the direct analysis of practitioners’ data two LP practices (supplier feedback and involved customers) and two resilience capabilities (provide a quick response to disruption and adapt to disruption easily) stand out. These practices and capabilities mainly prepare companies to cope with high impact disruptions of permanent nature.

Exploring organisational culture: assessing readiness for lean production implementation – an empirical study

Purpose Studies emphasise the critical role of a suitable organisational culture (OC) in successfully implementing lean production (LP) and argue that failure to consider OC can hinder organisations from fully benefiting and sustaining the success of LP. It is also observed that consensus regarding the suitable OC required for implementing LP remains elusive, with existing research predominantly theoretical and in developed economies. Using a systematic approach, this study aims to evaluate organisational readiness for LP implementation from the OC point of view by identifying the suitable OC for LP implementation, examining the existing OC to determine the most dominant (primary OC) and evaluating the suitability of the current OC for LP implementation. The paper uses empirical data collected from Pakistan’s textile sector as a case study. Design/methodology/approach The study used the competing values framework of OC and a quantitative approach. The data was collected by surveying 162 textile professionals, including first-level supervisors, middle managers and top management. Data analysis included quantitative techniques such as testing of hypotheses and multiple regression analysis techniques. SPSS, Minitab and SmartPLS 4.0 were used for data analysis. Findings The study revealed that characteristics of developmental and rational culture profiles are the most suitable for implementing LP in Pakistan’s textile industry. However, the group and hierarchy culture profiles do not significantly impact the implementation of LP. Moreover, the group culture profile (GCP) is the most dominant (primary OC) within the selected sector and the hierarchy culture profile is the least dominant. As a result, the current prevailing OC profile i.e. GCP is unsuitable for lean deployment. Research limitations/implications Although this study provides valuable insights, it is important to acknowledge its limitations. Data could not be collected from the employees with low education. Its applicability to other countries or industries may be limited due to its specific context. However, the approach used to assess organisational readiness regarding OC is both innovative and practical. Additionally, this research fills a gap in the literature by including a case study from a developing economy. Despite these contributions, future research could further validate and refine the proposed framework through comparative studies across diverse contexts. Practical implications The study’s findings emphasise the significance of OC in driving lean transformation and offer valuable recommendations and approaches for management, consultants and academicians to enhance lean deployment. By realising the significance of OC, stakeholders can effectively tailor strategies and interventions to align OC with lean principles. Originality/value This research is novel in terms of the structured approach and the selected case for evaluating the preparedness of organisations concerning OC for implementing LP. This approach can be used for other sectors and contexts.

ОЩАДЛИВЕ ВИРОБНИЦТВО: ІННОВАЦІЇ УПРАВЛІННЯ ПРОМИСЛОВИМ ПІДПРИЄМСТВОМ

The main problem is that the implementation of lean production requires not only technical changes, but also significant transformations in the organizational culture of the enterprise. Many Kazakhstani industrial enterprises face difficulties in the integration of lean principles due to the low level of awareness of management and personnel, insufficient training of personnel, as well as resistance to change, which is characteristic of many organizations. The purpose of the article is to research innovative approaches to the management of industrial enterprises by implementing the principles of lean production, as well as to develop a methodology that would facilitate the effective application of these principles in practice. The object of the study is the management processes of industrial enterprises in the context of the implementation of the principles of lean production. The methodological basis of the research was the logical methods of information processing, statistical analysis, comparison. The main hypothesis of the study is that innovations in the management of industrial enterprises, based on the principles of lean production, ensure the effective functioning of the enterprise in the long term due to the integration of the latest management practices that take into account the specifics of the domestic market and available resources. Presenting main material. The study covers the study of existing management practices, personnel training methods, and organizational culture transformation necessary for the successful implementation of lean manufacturing. Lean manufacturing is a modern concept of production process management aimed at reducing costs, improving product quality, and satisfying consumer needs. This approach, which was developed in Japan, in particular at the enterprises of the Toyota company, is now widely used all over the world, including Ukrainian industrial enterprises. Implementation of the principles of lean production requires not only technical changes, but also significant transformations in the organizational culture of enterprises, which is a complex and multi-stage process. Originality and practical significance of the research. In practice, the successful implementation of lean manufacturing requires a comprehensive approach that includes both technical and organizational measures. One of the key aspects is the adaptation of the best global practices to the specifics of a particular enterprise. For example, heavy industry may require longer staff training and a more thorough approach to change planning. Conclusions. The implementation of lean production is a strategic step that allows to increase the competitiveness of the enterprise, to ensure its sustainable development and successful functioning in the conditions of the modern economy.

How does artificial intelligence impact employees’ engagement in lean organisations?

Driven by the digital transformation currently pursued by organisations, artificial intelligence (AI) applications have become more frequent. Nevertheless, its impact on employees’ behaviors and attitudes is still poorly known. As employees’ engagement (EE) is a key element for a successful Lean Production (LP) implementation, there is the need to understand such AI’s implications on EE in this scenario. This paper aims to investigate the impact of AI on EE in lean organisations. We performed a qualitative-empirical approach in which we first interviewed twelve academic experts to grasp the investigated problem. Then, we conducted a multi-case study in manufacturing organisations undergoing a LP implementation to refine such understanding based on the observation of real-world evidence. Identifying commonalities between these stages allowed the formulation of propositions for future theory testing and validation. Findings indicate that AI may positively impact EE dimensions (physical, cognitive, and emotional) in human-centred work environments, such as lean organisations, although not at the same extent. Results also suggest that employees’ psychological conditions (safety, meaningfulness, and availability) are positively affected by the relationship between AI and EE. The demystification of AI’s effect on EE helps practitioners anticipate potential issues that can impair the LP implementation in the Fourth Industrial Revolution era.

A comparative review of the complementary and conflicting nature of lean production and green manufacturing implementation

PurposeBuoyed by the increasing demand for improved productivity and environmentally conscious manufacturing, research in the area of lean production and green manufacturing has experienced significant growth since Dües et al. (2013). Taking the latter as the point of reference, a review of recent developments in the complementary and conflicting areas between lean production and green manufacturing that has been missing is presented.Design/methodology/approachA systematic search was done to identify articles on lean production and green manufacturing from Scopus, Web of Science and Google Scholar. The population-intervention-outcome format was used to develop and answer the research questions. ATLAS.ti 22 was used to analyse 141 qualifying papers and identify the research themes.FindingsLean production and green manufacturing have strong synergy, and when integrated, they tend to deliver superior organisational performance than their individual implementations. This is consistent with the pre-2013 results, and other areas of synergy and divergence were also identified.Research limitations/implicationsThe study considers only papers published in the manufacturing sector after Dües et al. (2013). A review of lean production and green manufacturing in integrated product-service systems may also be relevant, especially due to the continuing trend since its introduction.Practical implicationsAny new adopter of lean production should consider implementing it simultaneously with green manufacturing.Originality/valueThis study establishes the persistence of the pre-2013 patterns of synergy and divergence between lean production and green manufacturing, and identifies new considerations for their joint implementation.

Problematic issues of electric grid development in Russia and possible solutions through the implementation of lean production.

The relevance of paper is due that to the fact the power grid complex of the Russian Federation has a significant impact not only on the economy of the country, but also on the comfort level of citizens. The aim of the study: to analyse the problematic issues of power grid development in the Russian Federation and to propose possible solutions using the principles of «lean production». The basis of the study was formed by the works of authors: K.K. Sevostyanova, T.S. Ilyinskaya, Y.L. Alexandrov, E.V. Skubrii, Y.D. Alexandrov and others. As a result, it was concluded that part of the problems typical for the electric grid complex of the Russian Federation can be solved by creating a Unified Electronic Platform for suppliers and territorial grid organizations.

How has social media been affecting problem-solving in organizations undergoing Lean Production implementation? A multi-case study

This paper investigates the impact of social media utilization on problem-solving routines in organizations undergoing Lean Production (LP) implementation. A multi-case study was conducted in three firms from different sectors with distinct maturity levels of LP implementation. Empirical evidence was collected through complementary ways, such as semi-structured interviews, secondary data, and in loco non-participant observation. Data were then analyzed and triangulated, leading to propositions on the effects of social media on problem-solving activities in lean organizations. This research was grounded on the concepts of Information Manipulation Theory. Our findings suggest that, while social media may contribute to the amount of information that is shared for solving problems, the relevance and the level of details of such information may be shallow, overburdening the help chain mechanisms and generating wastes like overprocessing. The identification of the impact of social media on problem-solving activities enables a better comprehension of how new information and communication technologies can promote (or impair) the intra- and inter-organizational links. It also helps identify improvement opportunities in integrating social media into problem-solving routines, resulting in more responsive and competitive organizations.

Does the integration of lean production and Industry 4.0 in green supply chains generate a better operational performance?

PurposeThe tightening of environmental measures and policies in various countries around the world is forcing manufacturing companies, particularly those that make up the automotive industry, to improve their production processes, through the implementation of approaches such as lean production (LP) and Industry 4.0 (I4.0) technologies, to reduce industrial waste. However, the literature indicates that the implementation of LP and I4.0 does not always lead to an improvement in the level of operational performance (OP). Therefore, this study analyzes the effects of the implementation of LP practices and I4.0 on a green supply chain (GSC) and the operational performance of manufacturing companies in the Mexican automotive industry.Design/methodology/approachA theoretical research framework consisting of six hypotheses was developed and validated by applying partial least squares structural equation modeling (PLS-SEM) and using a sample of 460 companies from the Mexican automotive industry.FindingsThe results show that the level of OP of manufacturing companies increases substantially with the implementation of LP and I4.0 practices, as well as a GSC.Practical implicationsManagers of manufacturing companies will be able to use the results of this study to improve their production systems and to demonstrate the effects of these practices on OP.Originality/valueThis study contributes to the literature on LP and I4.0 by providing robust empirical evidence of the positive effects of implementing these approaches on the GSC and OP of manufacturing companies.

SYSTEMATIZATION OF APPROACHES TO THE UNDERSTANDING AND IMPLEMENTATION OF LEAN MANUFACTURING

The work systematizes approaches to understanding the essence of lean production and takes into account the specifics of implementing this concept specifically for Ukrainian enterprises. The toolkit of lean production, which can be implemented in Ukrainian enterprises, has been systematized. For each type of tool, it is indicated which tasks it can solve for Ukrainian enterprises and what is the peculiarity of its application for domestic economic entities. Most of the companies that are already implementing or have implemented a lean production system have carried out preliminary measures to prepare personnel for the implementation of these latest tools, and for Ukrainian enterprises, this preparatory stage is just as necessary because there is an urgent need to understand that enterprises will be able not only to implement the tools of lean production but also to implement qualitative transformations in the management system of the enterprise. It has been proven that the problem at Ukrainian enterprises is mostly outdated equipment and significant dependence of production processes on personnel, as a result, for the effective implementation of lean production approaches, it is necessary to train personnel and improve their qualifications. Outdated equipment should be updated and new resource-saving technologies introduced, but this is a longer and more expensive way than training staff. A diagram of the relationship between the possibilities of lean production implementation and staff training for obtaining quality transformations at domestic enterprises has been developed, which indicates the importance of staff training to achieve positive results from the implementation of the concept of lean production. This scheme allows you to clearly follow the sequence of stages of staff training to ensure readiness for the implementation of the lean production system and to prepare staff for quality transformations in enterprise management. It has been proven that the staff is the main link of transformations at the enterprise and ensuring its better management and timely implementation of measures to save resources.

A MCDM Methodology to Analysis Strategies and Factors of Lean Production in Sustainability Development

Increases in sustainability performance and the adoption of innovative strategies for continuous improvement were driven by the need for production companies to compete in an increasingly globalized economy. Better operational performances are achieved when sustainable Production is included in industrial processes because wastes, costs, and environmental effects are reduced, and ergonomic requirements are met. To improve their performance and maintain a leading position in the market, several companies have turned to sustainable production practices. The study's goal is to improve the implementation of traditional Lean Production (LP) by creating an integrated Single valued neutrosophic Potentially All Pairwise RanKings of all possible Alternatives (PAPRIKA) method. The PAPRIKA is extended under a neutrosophic set. PAPRIKA is used to compute the weights of criteria by comparing the criteria. Also, the PAPRIKA method is used to rank and select the best strategy. The application is performed on the steps of the PAPRIKA method.

The role of nurses' unions in workplace innovation in Australian and Canadian hospitals: Analysing union strategies

AbstractWe explore the role of nurses and their unions in workplace innovation through case study research on the introduction of Lean production (LP). We find that nurses' unions were not involved in the implementation of LP. We draw conclusions about how union power, identity and narratives help explain union strategic behaviour.

Reasons for Implementation of Lean Production in Electric Power Industry

The relevance of the work is due to the peculiarities and patterns of development of the electric power industry in Russia in modern conditions, characterized by crisis trends due to the COVID-19 pandemic. The main objective of this study is to present the concept of Lean Production, which reduces effectively and efficiently the costs of utilities companies without capital expenditures. The research methodology is based on a theoretical analysis of the key methods and tools of the lean production concept. The object of observation is the electric power industry and the possibility of introducing lean management in the company. The scientific novelty consists in the development of the author's conceptual approach to the implementation of individual tools used in the concept of lean production in the company in the electric power industry and obtaining effects from their implementation of the concept in the electric power industry. The study showed that the use of appropriate methods and tools that support the implementation of Lean Management in an enterprise in the electric power industry depends mainly on its specifics, which makes it impossible to provide a universal solution.

Developing a robust measurement instrument for the influence of national culture on lean production systems

PurposeThe purpose of this study is to provide a robust model to bridge the influence of national culture (NC) on lean production (LP), identifying relationships among their elements and investigating the degree of influence.Design/methodology/approachThe culturally sensitive lean production model (CSLPM) is used as a framework to develop a survey questionnaire that captures the information to analyze using partial least squares structural equation modeling (PLS-SEM). A case study to validate the model is presented from a subsidiary with operations in Mexico (MX) and the USA.FindingsThe CSLPM provides a robust framework for the measurement of the interaction between LP and NC. Multi-group analysis facilitated the comparison among the different groups (MX and USA), highlighting the differences of culture and the corresponding LP implementation within the same company.Research limitations/implicationsThe instrument was validated only within two countries and one organization. A higher sample of respondents, countries and organizations could validate the relationships established and the replication of the model.Practical implicationsThe CSLPM can be used for assessment of the evolution of organizations, highlighting strengths and weaknesses of a particular culture when implementing LP, providing focal points for research and training efforts.Originality/valueThe CSLPM is a robust instrument to measure expectations for LP practices according to their company’s geographical context. The incorporation of higher order variables and mixed directionality within the variables presented a novel approach to PLS-SEM.

Integrated multi-project planning and scheduling - a multiagent approach

Today’s project organisations are conducting their daily activities for multi-projects where a group of scarce resources are shared amongst several parallel projects. In addition, due to the implementation of lean and agile production, they have consumed more and more resources from external environment (i.e., non-regular resources) when performing projects. Therefore, how to effectively schedule the shared resources across projects and meanwhile optimally plan the required capacities of non-regular resources for an entire multi-project becomes a critical problem for project organisations. This paper proposes a multi-agent approach to address the resource planning and scheduling decisions of the problem in an integrated manner. In this work, a multi-project is represented as a hierarchical multi-agent system consisting of a multi-project portfolio agent (MPA), a resource agent (RA) and a set of project agents (PAs). Decisions are made by these agents through a hierarchical coordination mechanism. Basically, the decision of resource planning for a multi-project is obtained from the resource requirements proposed by projects in their scheduling decisions which are coordinated by MPA through controlling the allocation of shared resources to projects. The scheduling decision of each project is made by its PA using the model of multi-mode resource constrained project scheduling problem. A genetic algorithm and an ant colony optimisation algorithm are proposed for decision optimisations of resource planning and project scheduling, respectively. A numerical study demonstrated that the proposed approach can effectively solve the multi-project problem by producing near-optimal solutions.

Exploring Lean Production System Adoption in the Moroccan Manufacturing and Non-Manufacturing Industries: Awareness, Benefits and Barriers

Although lean manufacturing emerged in the 1990s, and since then, it has become known and recognised worldwide, companies still struggle to implement it successfully, especially in less developed countries. The purpose of this paper is to assess the level of maturity of lean production within small and medium-sized companies, identify what the benefits of lean implementation are, and present an exploration and analysis of the barriers that influence the implementation of lean production in these companies.To achieve this objective, items from previous studies were extracted through a systematic literature review and then validated by interviews with Moroccan experts in the manufacturing and non-manufacturing industry; on the other hand, a questionnaire survey was conducted with 78 small and medium enterprises in Morocco. Subsequently, all collected responses were statistically analysed using Statistical Package for Social Sciences (SPSS V21.0). The results show that the lean approach is unfortunately not yet adopted and applied by all Moroccan SMEs (24% of our respondents have not yet tried to apply lean). In addition, the most significant benefits announced by Moroccan small and medium enterprises are ‘the elimination of waste (82.1%)’, ‘the reduction of costs (78.2%)’, and ‘the improvement of efficiency and performance of production units (70.5%)’. Finally, the principal component analysis indicated that the two main difficulties that need to be maintained are poor management (with 63.6 % of the total variance) and lack of financial resources, monitoring, and skilled labours (with 7.7 % of the total variance).

JUSTIFICATION OF ECONOMIC EFFICIENCY OF IMPLEMENTATION OF LEAN PRODUCTION

Currently, the topic of introducing lean production is becoming more and more relevant, which is confirmed by the number of enterprises involved in this process, as well as widespread coverage in the media and popular science publications. The economic component of these projects plays a special role in the implementation of lean production, since with the correct calculation of the economy at the start, the rate of implementation is much higher, and the percentage of adoption of the implemented tools is higher. Today there are many ways to calculate the economic effect, but most of them are general in nature and do not fully demonstrate the specific results of changing processes. In addition, natural rather than financial indicators are often used, which complicates the overall assessment of the efficiency of the applied solutions. The purpose of this article is to assess the impact of value stream mapping, as a key tool of lean production, on eliminating losses and improving the productivity of the enterprise as a whole. The practical basis of the research was the experience of implementing lean manufacturing in more than 2 thousand commercial enterprises of various industries, with revenue from 100 million to 25 billion and an average number of 10 to 10 000 people.

Revitalising the setup reduction activities in Operations Management

This research project challenges the status quo regarding setup reduction methods from the current difficulties faced by industries and the knowledge gaps in the literature on continuous process improvement. The purpose of this study is to examine how it is possible to combine SMED (Single-Minute Exchange of Die) with Presetting systems (anticipation of tools or devices adjustments) to improve production systems’ productivity in practice. First, a literature review was performed to expand the understanding of SMED-related methods and the current knowledge gaps in the relevant literature. Next, a revitalised method combining SMED with Presetting systems was proposed and empirically validated in close collaboration with the industry in a longitudinal study. Qualitative and quantitative observations made before, during and after the intervention demonstrated the adequate performance of the tested method. The main results obtained include (i) 87% reduction in the setup time and a 33.8% increase in the Overall Equipment Effectiveness (OEE) of the labelling machine, (ii) 17% increase in the entire line’s OEE, (iii) about 45% reduction of the lot sizes, (iv) a systemic improvement in productivity of 48.533 parts per month into production line responsible for 90.5% of the company’s revenues. Overall, this study proposed theory refinements and contributes to research and practice on Lean Production implementation by expanding and revitalising the current literature on setup reduction methods and process improvements. The refined method and the prescriptive guidelines provided in this study enable industrial practitioners to increase production systems’ performance in practice. The paper contributes to expanding the absorption of best practices in Production/Operations Management research results in firms.

Exploring risks in lean production implementation: systematic literature review and classification framework

PurposeStudies addressing barriers to implement lean production (LP) from the perspective of risk management (RM) have not been so usual in the literature. Re-interpreting barriers to lean as potential risks that should be avoided or mitigated, this paper aims to identify and categorise risks in the implementation of LP to propose a framework, which provides an overview of risks that negatively influence this process.Design/methodology/approachThrough a systematic literature review exploring papers in the Web of Knowledge database, 69 papers were selected. A descriptive analysis was first carried out to identify the evolution in the number of papers, usual terminologies, research methods, analytic tools and the RM phases approached by each paper. After that, an in-depth study of the paper sample was conducted to find risk factors and categories.FindingsThe authors found a list of 61 risk factors. Then, considering the sources of the identified risk factors, six broad categories of risks were defined, namely, top management risks, human resources risks, lean knowledge risks, technical risks, supply chain risks and cultural risks. The authors also defined 34 subcategories, resulting in a risk classification framework.Research limitations/implicationsBased on the review, the authors identified literature gaps and provided a research agenda. A noteworthy research limitation is that the authors only selected papers about LP, so the authors might have missed some potential risks in lean implementation that may arise from other-related areas. Thus, the exploration of lean risks adopting other perspectives may constitute a promising pathway for further research.Practical implicationsThe classification framework may help practitioners and researchers in risk identification, evaluation and mitigation. It can also enable the creation of response plans to risks in lean production implementation, as it indicates the potential risks that may be faced along with this process.Originality/valueThis study contributed to add the perspective of RM to the literature on lean implementation. The introduction of RM concepts and tools may generate more robust models of lean implementation. Therefore, the classification framework may represent a starting point to produce new knowledge about this research topic.

Implementing Hoshin Kanri in small manufacturing companies

PurposeThe purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what factors influence the implementation of HK in small manufacturing companies? (2) How do the factors influence the implementation of HK in small manufacturing companies?Design/methodology/approachThe research presented in this paper is based on an extensive literature review and data from the implementation process in five small manufacturing companies. In the literature review, factors influencing the implementation of HK, lean production and total quality management (TQM) in small manufacturing firms are identified. Thereafter, five implementation cases are analyzed. Findings from the cases are then contrasted with the factors identified in the literature and further theorized.FindingsSeven factors were found to either enable or hamper HK implementation in small manufacturing companies. Management involvement was identified as a critical factor. Management involvement can be typologized as collaborative or demanding, and the types of involvement is decisive in implementation processes within the small manufacturing company context.Originality/valueIn this paper, the authors focus on small manufacturing companies as the starting point and relate theoretical and practical results to the implementation processes in this defined target group. Conceptualizing implementation as a learning process, this research contributes to this emerging perspective on small firm development.

FEATURES OF THE LEAN PRODUCTION IMPLEMENTATION AT THE ENTERPRISES OF UKRAINE’S DAIRY INDUSTRY

The purpose of the paper is to study the features of the lean production implementation in the dairy industry of Ukraine. Methodology. To achieve the purpose and solve the tasks set in the paper, a system of general and special research methods was used, namely methods of scientific knowledge (scientific abstraction, analysis and synthesis, deduction, generalization) to study the theoretical principles of the lean production implementation in Ukraine’s enterprises, and questionnaire to assess the lean production implementation’s effectiveness in the enterprises of Ukraine’s dairy industry. Results of the survey examine the theoretical and methodological foundations of the “lean production” concept: taking into account all the definitions mentioned above, the following author’s definition of lean production is put forward: lean production is a system of the enterprise, which is constantly improving, aimed at building all processes in a continuous flow of value creation by preventing and eliminating all types of losses, involving staff in teamwork based on project approaches and maintaining safe working conditions in order to create attractive value for the consumer. Methodological support for rapid assessment of the lean production implementation’s effectiveness on the basis of employee surveys has been developed and the efficiency of the lean production implementation at the enterprises of Ukraine’s dairy industry has been assessed. It is concluded about the lack of effectiveness of implementing lean production at three enterprises of Ukraine’s dairy industry. This is due to the short period of the lean production implementation, as Enterprise 1 only started implementation at the end of 2020. Based on the survey and questionnaire of employees and managers of Ukraine’s dairy industry, the main stereotypes related to the implementation of lean production are identified and refuted, and the reasons for the slow and inefficient implementation of lean production are identified. Lean manufacturing cannot be implemented once and for all, it must be done constantly, because lean manufacturing is a tool for gaining a competitive advantage. Scientific novelty: methodological support for rapid assessment of the lean production implementation’s effectiveness has been further developed, which, unlike others, takes into account the peculiarities of the dairy industry and allows to determine problems and prospects for enterprise development on the basis of a questionnaire. A promising direction of research is a more detailed analysis of the “lean production polygon”, which is based on the survey. A more detailed analysis of the underlying three pentagons will reveal problems in the three subsystems of lean production.