Implementation Of Lean Production Research Articles

Conceptual model of implementation of Lean Production in Russian enterprise

Taking as basis the research on the introduction and application of lean production (LP), the authors describe the development sequence of LP tools that allowed the formulation of a modern LP tools system. Considering also the classical principles of LP, the article proposes a conceptual model of the multidimensional modern content of LP based on a multi-level understanding of the LP apparatus and takes into account its organizational components and the scale of the required transformations in the organization's activities.

Understanding the Impact of Lean Production Implementation on Employee Perceptions and Their Well-Being in North American Commuter Rail Manufacturing Plants

Previous studies focused on the technical aspects of implementing lean manufacturing processes, but lacked an understanding of how these processes can be culturally integrated across the implementing organization. A phenomenological descriptive approach was used in this qualitative study to explore the influence of employee values and beliefs, as embodied within the organizational culture of the North American commuter rail industry, on the effectiveness of implementing lean manufacturing processes. The research findings are presented specifically for the railroad manufacturing organizations to enhance their transformation journey from the existing traditional business model to a more flexible business approach based on lean manufacturing principles that allow for better and faster decisions, a more efficient use of labor and resources, and more effective production runs. Based on the research data collected from employees in the industry, this qualitative study illustrated that cultural changes are inevitable with the introduction of new lean manufacturing processes into the workplace. A combination of Old traditional business patterns and New technological-based lean manufacturing concepts initially result in chaos and ineffective production processes. The resulting internal conflicts make it difficult to embrace the change to a lean manufacturing posture. The study recommends steps that executive leaders can take to create real and sustainable value for their customers, their employees, and their sponsors when implementing a lean manufacturing approach. This sustainability acts as a catalyst for organizational change and over time, has a long-lasting, positive effect on an organization’s economics and financial performance.

Firm risk and self-reference on past performance as main drivers of lean production implementation

PurposeThe purpose of this paper is to investigate the role of external and internal sources of variability on the degree of lean production implementation. For this, this paper analyzes the effects of environmental risk and the company’s past operational performance on the level of lean production implementation.Design/methodology/approachUtilizing the reasoning of prospect theory and the threat-rigidity hypothesis, three hypotheses have been developed as to the impact of internal and external sources of variability on the degree of lean production implementation. A questionnaire has been developed to test the hypotheses of the paper on a sample of first-tier suppliers in the Spanish automotive industry. The methodology comprises a combination of hierarchical regression analysis and mediation analysis.FindingsIn line with the propositions of prospect theory, the results obtained show support for the influence of firm risk and past operational performance variability in terms of undertaking decisions that favor further progress in lean production implementation.Originality/valueThis paper contributes to the explanation of the circumstances that ultimately lead to the implementation of lean production. Consequently, the impact of the external and internal environment influences a company’s commitment to increasing its level of lean production implementation and fosters managers’ strategic decision making. Furthermore, its implementation could help guarantee firm survival.

How do different generations contribute to the development of a learning organization in companies undergoing a lean production implementation?

PurposeThis study aims to examine the impact of practitioners’ generational differences on the development of a learning organization (LO) in companies undergoing a lean production (LP) implementation.Design/methodology/approachThe authors gathered information from 135 leaders from different manufacturers that have been implementing LP and analyzed the data set through multivariate data techniques.FindingsThe results indicate the practitioners from Generations X, Y and Z contribute differently to LO capabilities even if their companies present similar maturities in terms of LP implementation.Originality/valueUnderstanding how generational differences interact with LP implementation to allow an extensive development of an LO is fundamental for companies, as values, beliefs and working characteristics of the upcoming generations may significantly influence the effectiveness of current management approaches and firms’ competitiveness.

Learning organisation and lean production: an empirical research on their relationship

This study aims at identifying the pairwise relationship between specific sets of Lean Production (LP) practices and Learning Organisation (LO) dimensions. More specifically, the association between 10 LP operational constructs and seven LO dimensions, based upon previous literature, is empirically examined. A survey-based study was carried out with 135 companies undergoing a LP implementation. The study sample was categorised according to two control variables: type of organisation and company’s LP implementation experience. Collected data was analysed through multivariate techniques. Results indicate that LP implementation and LO development are highly correlated. Additionally, findings also show that the extent of relationships varies according to the context, allowing the identification of synergistic associations and conflicting ones. The identification of these relationships provides means to better comprehend how the implementation of specific LP practices corroborates to enhancing LO capabilities within the organisation and vice-versa.

What really matters for a successful implementation of Lean production? A multiple linear regression model based on European manufacturing companies

The main purpose of this paper is to provide a framework of factors for succeeding in Lean implementation, in particular in the manufacturing sector. From a literature review, 11 potential factors for a successful Lean implementation were found and tested as hypotheses to develop a multiple linear regression model. The factors were presented as questions in an on-line questionnaire completed by 108 Lean managers and production managers of European manufacturing; the managers could also contribute qualitative notes on the questions to improve our analysis of the data. Findings showed that a successful Lean implementation is connected with the setting of Lean strategies, training people, developing team building and effort, as well as putting in place a performance measurement system and measuring financial and economic results. The first three factors correlated with a catch-all leadership factor. However, other findings showed that empowerment and autonomy of workers were not relevant for Lean implementation. The managers also commented on the financial sustainability of the program, the relationship with ISO 9001 certification and the supply chain involvement. The results of this research, even if subjected to some limitations, contradicted some of the findings of other research and also introduced some novel and unexpected findings.

An Exploratory Study on the Impact of an Organizational Performance through Lean Production Practices: A Case Study

Due to globalization, the world has become smaller and smaller with highly intense business competition. Thus, any organization, places more emphasis on looking for ways to survive based on reducing overall costs without decreasing product quality. Hence, identifying inefficient activities are becoming a core way to help manufactures decreasing in the operating costs while gaining a competitive advantage. However, few studies are concerned about searching for root causes of problems that are main obstacles for production improvement. Therefore, the purpose of this study is to explore on the impact of production performance and find a root cause for non-value-added activities through lean production and other quality tools application in a set of companies via a case study of SMEs. In short, bottleneck areas were identified for each company, and the problems were removed through increasing the processing time at those areas. The findings shows that motion and process wastes, compared to other wastes, are the main impacts for obstacles in production performance caused by poor workplace organization and lack of standardized work. The biggest barrier to lean production implementation is decentralization and changing the culture of workers, which requires the agreement of the top manager and involves of everyone in the entire SMEs.

Possibilities of visualization as a lean method in the management of medical organizations

The article presents the results of a review of literature on the possibility of visualization in the health care system of the Russian Federation as one of the main methods of implementation of lean production. The historical aspect of the use of various imaging techniques in medicine is reflected in detail, as well as the advantages of some visualization tools in the organization of medical care. The existing legal and methodological framework for the use of visualization in the activities of medical organizations of various profiles is analyzed. Search publications carried out on the bases e-library, Medline, Scopus, Pub Med, The Cochrane Library and RINC.

The interrelation between Industry 4.0 and lean production: an empirical study on European manufacturers

This study aims at examining the impact of the interrelation between the adoption of Industry 4.0 technologies and the implementation of lean production (LP) practices on the improvement level of European manufacturers’ operational performance. To achieve that, we conducted a survey with 108 European manufacturers that have been implementing LP and initiated their Industry 4.0 adoption. The collected data was analyzed through multivariate techniques, allowing to identify the effect of this relationship according to different contextual factors deemed as influential by previous literature, such as company size, LP implementation experience, type of ownership, and business operating model. Results underpin the idea of a wide applicability of both approaches, indicating that higher adoption levels of Industry 4.0 may be easier to achieve when LP practices are extensively implemented in the company. In opposition, when processes are not robustly designed and continuous improvement practices are not established, companies’ readiness for adopting novel technologies may be lower. By comprehending that Industry 4.0 technologies are highly related to LP practices, disregarding the context, managers from EU manufacturers can address the implementation of both approaches in a more assertive way.

Improving Enterprise Production Management System on the Basis of Lean Production

The modern Russian machine industry is characterized by low efficiency and a low level of competitiveness in comparison with the foreign one. The implementation of Lean production concept in Russian industrial enterprises is one of the ways to solve this problem. The article analyzes process of improving enterprise production activities using Lean production concept. We used an Internet survey instrument to collect responses from Russian firms about the reasons for Lean production implementation. Despite a rich literature on Lean production, there are limited researches on the features of this concept implementation process in Russia. Many Russian companies allocate significant resources to implementing Lean production on the manufacturing shop floor, but underestimate the role of staff. Moreover, Lean tools are actually forced, Russian firms create atmosphere of fear that contradicts Lean idea itself. Thus in the article the role of human factor in Lean technologies implementation is considered. In the course of this research, the role of staff in Lean production implementation at six Nizhny Novgorod enterprises was analyzed. The situation turned out to be quite similar. Therefore, as an example, we consider one of the machine industry enterprises in more detail. We used a survey instrument and conducted survey of workers on the topic “Organization and management of production activities in Shop Floor N1”. The questionnaire consisted of 30 questions including both open-close and multiple choice questions. A shop floor staff survey revealed serious problems that had not been clearly identified and formulated before. We tested our hypothesis that an appeal to the employees is not a formal attribute of Lean production. We found that it is an effective tool, the use of which allows management to identify many hidden losses and eliminate them using a minimum amount of financial resources, increase staff motivation as well as maintain creative atmosphere. Overall, our research suggests that Russian companies can get more out of their Lean implementations if they change the attitude of the staff.

Agile project management in lean environment

The article discusses the possibility of integrating the traditionally opposed approaches of Agile and Kanban in the management of large manufacturing enterprises. The aim of the study is to develop a new algorithm for the implementation of lean production via formation of small work groups that operate based on Scrum methodology. Authors have classified famous approaches to lean manufacturing implementation, identified general patterns, and proposed a new integrated approach. The developed algorithm helps to launch lean production at a large enterprise in a most efficient way, quickly involve personnel in the change process, and identify change leaders. Agile frameworks in lean management support to get a specific result in a short time and make quick adjustments to scheduled plans.

Lean Production in small and medium sized companies from the Free Economic Zone of Manaus: a reality or just fiction?

Abstract Given the current market demands, small and medium-sized enterprises (SMEs) are under pressure to change their working methods, implying changes in concepts and practices in order to improve their production systems and processes. Thus, the search for production methodologies, techniques and tools becomes urgent and imperative. One way to achieve this goal is to adopt the Lean Production (LP) methodology. This document presents the results of a survey, developed in the north of Brazil, involving 75 SMEs from the free economic zone of Manaus to assess the degree of LP implementation. The results showed a limited implementation of LP. Moreover, palliative practices (momentary relief), hopeful implementations and impediment factors are common. Attending to these results, the authors are tempted to say that LP is still a fiction for SMEs in this region.

Lean production and organisational performance: moderating roles of ability- and motivation-focused human resource management

Lean production (LP) is crucial for improving organisational performance. On the basis of ability-motivation-opportunity theory, this paper provides a new theoretical perspective to explain the interaction effect of human resource management (HRM) and LP on performance. Data from multiple informants from 212 manufacturing plants indicated that when organisations implement ability- and motivation-focused HRM to a high degree, LP is profitable. However, when organisations implement ability- and motivation-focused HRM to a low degree, LP is negatively associated with performance. Therefore, the synergy of LP and these two forms of HRM is critical for performance. Without HRM, LP could damage an organisation. Manufacturers in charge of LP must cooperate with HRM professionals because improving employees' abilities and motivation through HRM supports LP implementation.

Lean production and organisational performance: moderating roles of ability- and motivation-focused human resource management

Lean production (LP) is crucial for improving organisational performance. On the basis of ability-motivation-opportunity theory, this paper provides a new theoretical perspective to explain the interaction effect of human resource management (HRM) and LP on performance. Data from multiple informants from 212 manufacturing plants indicated that when organisations implement ability- and motivation-focused HRM to a high degree, LP is profitable. However, when organisations implement ability- and motivation-focused HRM to a low degree, LP is negatively associated with performance. Therefore, the synergy of LP and these two forms of HRM is critical for performance. Without HRM, LP could damage an organisation. Manufacturers in charge of LP must cooperate with HRM professionals because improving employees' abilities and motivation through HRM supports LP implementation.

Identificação dos relacionamentos entre os fatores críticos de sucesso, barreiras e práticas para a implementação enxuta em uma pequena empresa

A adoção dos princípios e práticas oriundos da Produção Enxuta (PE) auxilia na eliminação sistemática dos desperdícios, ao passo que lapida a cultura organizacional para a sustentação da melhoria contínua. O processo de implementação da PE pode variar de acordo com os problemas existentes e o contexto no qual a empresa está inserida. Assim, este artigo busca identificar como se relacionam os fatores críticos de sucesso, barreiras e práticas para a implementação enxuta em uma pequena empresa. Para isso, os principais FCS, barreiras e práticas de PE relacionados a pequenas empresas foram inicialmente consolidados a partir de uma revisão bibliográfica. Através de entrevistas semiestruturadas e grupos focados com as lideranças de uma pequena empresa manufatureira do setor eletrônico em implementação enxuta, as relações entre FCS, barreiras e práticas enxutas foram avaliadas e ranqueadas a partir da incorporação de uma ferramenta de análise multicriterial. Além da contribuição teórica já evidenciada, este estudo apresenta implicações de natureza prática/gerencial, uma vez que provê um direcionamento para auxiliar a implementação enxuta em pequenas empresas manufatureiras. Adicionalmente, o maior entendimento dessas relações sob o contexto em estudo possibilita aos gestores a antecipação de potencias problemas, permitindo uma implementação enxuta mais bem-sucedida. Ao final os resultados foram analisados e concluídos com sugestões para futuras pesquisas.

Examining the key factors of lean production implementation within the Egyptian industry context

Examining the key factors of lean production implementation within the Egyptian industry context

Power distance in India

PurposeThe purpose of this paper is to explore how cultural differentiation can affect the successful transplantation of lean management and production techniques from the parent country to subsidiary countries in the developing world. In particular, the focus will be on car manufacture in India and the role of hierarchy in Indian society, with reflection on how this seeps into workplace and power relations.Design/methodology/approachLean production techniques have been hailed as revolutionising modern manufacturing, particularly in the automotive sector. In developed world countries, car manufacturers have made significant gains in efficiency and productivity as a result of their implementation. However, as many of these multinational companies (MNCs) have expanded production into rapidly-developing nations to take advantage of both their market and low-labour costs, the introduction of lean production practices have met some resistance. This is because certain underpinning concepts and values of the lean system, such as team work, delegation of authority and upward communication can be considered incompatible with aspects of local culture and employees’ attitude towards work and their superiors. The analysis presented is based on a series of semi-structured interviews with managers and workers from an India-based subsidiary of a MNC car manufacturer and engagement with the existing literature.FindingsIt concludes that paternal relationships, religious values and group orientation in Indian society have a significant impact on the dynamics of the workplace and result in a brand of power distance that is specific to this national context, raising questions about the suitability of universal implementation of lean production practices.Originality/value“Power distance” has become a catch-all term for cultures with an orientation towards hierarchy and status in society. However, this categorisation masks some of the factors belying the phenomenon and intricacies relating to how it plays out in the workplace. It is simplistic to postulate that high power distance cultures might be incompatible with management approaches that decentralise authority and increase worker participation. Rather than rely on overgeneralisations, the analysis provided has attempted to deconstruct the composition of power distance in the Indian context and document systematically how features of Indian culture conflict with the principles of lean production techniques, using a case study from an Indian subsidiary of a MNC. In particular, the study finds that religion, caste and paternalism create an India-specific power distance that manifests itself in worker behaviour and workplace relationships.

Implementação da produção enxuta em operações hospitalares: caso do Instituto Oncológico Doutor Arnaldo Vieira de Carvalho

Este artigo tem como objetivo analisar a implementação da produção enxuta (PE) no fluxo do paciente quimioterápico e radioterápico, assim como propor diretrizes para o desenvolvimento da cultura enxuta em uma operação hospitalar. A pesquisa classifica-se como qualitativa, aplicada e exploratória, e foi realizada por meio de um estudo de caso em um hospital do estado de São Paulo. A descrição do caso esclarece como ocorreu o processo de implementação da PE no hospital evidenciando o método e técnicas aplicadas. Fundamentando-se na literatura e no estudo de caso foi possível propor 12 diretrizes para implementação da produção enxuta em operações hospitalares, as quais, servem como subsídio às operações hospitalares que desejarem implementar a PE desenvolvendo melhorias em qualidade e produtividade.

Problems of introduction lean production at the domestic enterprises

The article compares the different production technologies: traditional and modern. There has been increasing currently the need for successful competitive struggle of customized technology example of which is Lean Production – a system of principles, concepts and tools, developed by the japanese company Toyota, the purpose of which is the elimination of waste. The reasons of departure from the technology of mass production. The key concept of the Lean approach – the «value» of the product defined by the end user. «Utility» create a technological operation in which there is a change in the geometric shape, the addition of physical or chemical properties. From the point of view of Lean Production, only these costs can be included by the manufacturer in the price, and everything else does not add value for the customer, and therefore should be eliminated. The article provides a classification of the various types of losses. One of the objectives of the author of this article is to list and describe problems of implementation of Lean Production at domestic enterprises. The first of them is a high proportion of costs that do not add value, which reduction is only possible using the global transformation of the operating system of the enterprise, changes to organizational structure and management system. The second is mentality, which creates additional difficulties during implementation. Third is the need for a short time to develop its own production system to catch up with western companies for decades implementing this approach. In this regard, the necessity of understanding technology Lean Production of the russian scientific environment, development of practical manuals and guidelines for implementation in domestic enterprises, etc.

Creating an effective system of quality management in health care organizations through the implementation of technology lean production

In the conditions of changing management paradigm in the public sphere, strengthening political, economic, social and technological risks on the part of stakeholders of medical organizations, there is a need to create an effective quality management system based on the technology of lean production. This system is aimed at increasing the satisfaction of consumers of medical services, reducing the labor losses of medical personnel, improving the quality and productivity of labor in medical organizations. The use of lin-production in the framework of pilot projects implemented in Russia for the last three years shows significant advantages in the work of medical organizations in comparison with traditional approaches in the organization of the provision of services by polyclinics. In the article, step-by-step organization of the work on creating a thrifty polyclinic is considered.