Lean Implementation Research Articles

Framework of Digital Lean Construction and Implementation of Its Management Platform for the Construction Phase

Framework of Digital Lean Construction and Implementation of Its Management Platform for the Construction Phase

Development of Lean 4.0 Readiness Assessment Tool

The concept of sustainable development focuses on efficient resource utilization and waste minimization, aligning with lean principles, forming the basis for implementing Industry 4.0. When Industry 4.0 technology is applied to inefficient processes, it can exacerbate waste. The integration of these principles, known as Lean 4.0, addresses future challenges by enhancing efficiency, flexibility, and production quality. The initial step toward Industry 4.0 involves evaluating the maturity of lean implementation and readiness for Industry 4.0. However, there is a lack of a unified assessment tool for Lean 4.0, prompting this study to adapt existing tools. Utilizing INDI 4.0 as a reference model for Industry 4.0 readiness in Indonesian companies, the research proposes modifications to create the Lean 4.0 Readiness Assessment Tool, incorporating indicators for both lean and Industry 4.0 readiness. The study employs the Delphi Method for indicator validation. Delphi 1 aims to achieve consensus on suitable indicators to serve as guidelines in the assessment tool, while Delphi 2 seeks expert opinions regarding the importance levels of each indicator. This study suggests 5 dimensions and 69 indicators.

A maturity model for assessing Digital Green Lean leadership and culture implementation in manufacturing companies

Lean Manufacturing is continuously transforming in the era of Industry 4.0, merging digital technologies with conventional manufacturing processes focusing on sustainability through Circular Economy principles. This evolution of Business Systems has led to the newly formulated term ‘Digital Green Lean’, which contains the synergy between Lean Manufacturing, Digital transformation, and Sustainability principles. The research is driven by the need for a maturity assessment for leadership and business culture, enabling companies using Lean Manufacturing principles to evaluate their readiness and alignment with the principles of Industry 4.0 and Circular Economy. Organizations must adapt their Lean practices to remain efficient, digital, sustainable, and competitive. Method/Findings – The article consists of a literature review on maturity assessment, with the keywords Industry 4.0, Circular Economy, Lean Culture, Lean Leadership, and theoretical development for the maturity assessment, including evaluation criteria. The assessment includes (1) three dimensions, ten subdimensions, and 38 systems for Digital Green Lean Business Culture and (2) four dimensions, 19 subdimensions, and 43 skills for Digital Green Lean Leadership, to be evaluated in a developed five maturity levels. Implications – This research includes the first development of a maturity prescriptive and comparative assessment for companies to assess, compare, and develop action plans in their Lean journey within the context of Industry 4.0, Circular Economy, Lean Culture, and Lean Leadership, as part of the new integrated Digital Green Lean (DGL).

Experience of strategic sessions to improve the quality of lean technology implementation in medical organizations in Krasnodar Krai: a one-stage observational study

Background. Lean production is mainly focused on increasing value in processes and improving the quality of services provided. These principles are implemented in medical organizations within the framework of the national project “Healthcare” and the federal project “Development of the Primary Healthcare System”. Introduction of lean technologies at all levels of the organization can serve as a highly effective method of positive changes. In 2023, Kuban State Medical University, together with the Ministry of Health of Krasnodar Krai and the Regional Center for Primary Healthcare, held a strategic session aimed at identifying problematic processes in medical organizations of the region and jointly searching for ways to solve them. The session involved 73 primary healthcare organizations. Its results formed the basis for a study of the project activity of medical organizations. Objective. To analyze the current state of project activities of medical organizations in Krasnodar Krai to achieve a “new model” through the introduction of lean technologies.Methods. A one-stage observational study was carried out in two steps. The first step involved participant observation. Its results determined a set of tools to be compiled. The second step of the study included a questionnaire survey and analysis of information. The data obtained from the questionnaire survey and observation were coded, the distribution and frequency were identified using frequency analysis and calculation of mean values. The qualitative analysis of open-ended questions was additionally applied.Results. The analysis showed that the prevailing number of projects are aimed at forming and developing the availability of medical care for the population (50.6 %), including projects focused on inclusiveness and provision of medical care to low-mobility patients at home. It was also revealed that 42 projects in four areas are planned for implementation in 47 organizations using lean technology tools in 2024. The study showed that 91.49 % of projects failed to calculate financial efficiency and evaluate project results in monetary terms. Meanwhile, 8.51 % of those who carried out the efficiency calculations lacked an analysis methodology and revealed the superficiality of the calculations. Of all the participants, 53.19 % reported the need for help in organizing and implementing project activities, and 36.17 % of the participants had enough resources to cope on their own. The three most problematic processes requiring joint work with colleagues included “Reducing the wait times for healthcare in regional medical organizations,” “Registration of discounted prescriptions” and “Preventive medical examination and dispensary.”Conclusion. The experience of a strategic session at Kuban State Medical University proved to be effective in improving the quality of implementation of lean technologies in medical organizations of Krasnodar Krai. The study was instrumental in assessing the current state of the project activities of medical organizations to achieve a “new model” through the introduction of lean technologies, as well as in identifying the most common areas of project activities and the main problems. The performed analysis revealed a positive trend in improving the quality of work of medical organizations in Krasnodar Krai and disseminating the lean technologies in primary healthcare.

Lean Startup and Organizational Learning Capability: A Case Study in a Research and Technology Organization

Lean Startup is an iterative, hypothesis-driven approach consisting of five key principles for business creation and product development, which involves potential users and customers from the beginning in a trial-and-error process. We argue that the application of Lean Startup encourages organizational learning, based on its facilitating dimensions: experimentation, risk taking, interaction with the external environment, dialogue, and participative decision making. Thus, we examine the effects of Lean Startup implementation on organizational learning capability through a case study in a Research and Technology Organization, providing evidence of its positive impact.

Exploring Industry 4.0 technologies as drivers of lean implementation in SMEs using COPRAS

Exploring Industry 4.0 technologies as drivers of lean implementation in SMEs using COPRAS

Penerapan Prinsip Lean Management dalam Meningkatkan Kinerja Industri Perkapalan

The maritime industry, as one of the vital sectors in the global economy, plays an indispensable role in facilitating international trade and the transportation of goods worldwide. However, confronted with challenges of heightened global competition and fluctuations in fuel prices, the industry needs to seek solutions to enhance efficiency and overall performance. This study assesses the application of Lean Management Principles in the maritime industry, emphasizing strategies such as value stream mapping, waste identification, and employee training as crucial for success. Findings reveal potential for enhancing operational efficiency and reducing waste, along with additional benefits such as heightened customer satisfaction and contributions to environmental sustainability. Recommendations for further research encompass case studies on Lean Management implementation in the maritime industry, the development of tailored implementation models, and investigations into the environmental ramifications of Lean Management application. In conclusion, the implementation of Lean Management holds significant promise for improving the performance of the maritime industry and fostering its overall development.

Roadmap to achieve operational excellence through Lean Management implementation and quality management system conformance

Automotive companies are facing major challenges, namely competitiveness and the evolution that characterizes the sector. To ensure their sustainability, companies operating in the automotive industry are concentrating their efforts on reducing waste sources throughout the supply chain by implementing a variety of Lean Management tools. The compliance of the quality management system with the requirements of the international automotive standard IATF 16949:2016 is also a top priority for automotive suppliers. IATF certification is required to operate in the automotive market and enables organizations to meet customer requirements and demonstrate the quality assurance of their systems. This paper analyzes the principles of the Lean Management organizational tools in correlation with the requirements of the IATF automotive standard and determines their synergistic impact on operational excellence. Based on the correlation analysis performed, an original roadmap that will serve as a guide for automotive companies has been developed. The findings show that in order to achieve operational excellence, it is necessary to implement the five Lean Management organizational tools in correlation with the operational requirements dictated in chapter 8 as well as the leadership requirements outlined in chapter 5 of the international automotive standard.

A Systematic Literature Review of Critical Success Factors and Barriers in Lean Supply Chain Management

The objective of this study is to conduct a systematic literature review to identify the barriers and critical success factor that influence in implementation of Lean Supply Chain Management (LSCM) practices in industry. Through this systematic literature review (SLR), it is expected to identify the main gaps related to LSCM implementation in industry and discuss the relevance of research in this topic for indicating the future research direction. A SLR was developed and determined, which involved the selecting of keyword, developing of research question, searching and evaluation of literature for 53 research articles. The content of present of literature was reviewed, critically analysed and synthesised from the perspective of barrier and critical success factors that influence the implementation of LSCM. This study reveals that relationship with supplier, commitment and support by top management are the key critical success factor in lean implementation. Furthermore, the results showed that lack of management commitment and leadership, lack of training and skills, lack of system view or strategy are the barriers in lean implementation. Based on the extensive systematic review of literature, we found of the consistency data between Barriers and Critical Success Factor. This study extends previous studies on LSCM, strengthens the body of knowledge on the issue and consolidates the key LSCM activities, barriers and critical success factors associated with its implementation. The clear identification of these topics can allow researchers and practitioners to predict occasional problems and to set the right standards for the implementation of LSCM.

Exploring lean manufacturing drivers for enhancing circular economy performance in the pharmaceutical industry: a Bayesian best–worst approach

PurposeThe imperative to conserve resources and minimize operational expenses has spurred a notable increase in the adoption of lean manufacturing within the context of the circular economy across diverse industries in recent years. However, a notable gap exists in the research landscape, particularly concerning the implementation of lean practices within the pharmaceutical industry to enhance circular economy performance. Addressing this void, this study endeavors to identify and prioritize the pivotal drivers influencing lean manufacturing within the pharmaceutical sector.FindingsThe outcome of this rigorous examination highlights that “Continuous Monitoring Process for Sustainable Lean Implementation,” “Management Involvement for Sustainable Implementation” and “Training and Education” emerge as the most consequential drivers. These factors are deemed crucial for augmenting circular economy performance, underscoring the significance of management engagement, training initiatives and a continuous monitoring process in fostering a closed-loop practice within the pharmaceutical industry.Research limitations/implicationsThe findings contribute valuable insights for decision-makers aiming to adopt lean practices within a circular economy framework. Specifically, by streamlining the process of developing a robust action plan tailored to the unique needs of the pharmaceutical sector, our study provides actionable guidance for enhancing overall sustainability in the manufacturing processes.Originality/valueThis study represents one of the initial efforts to systematically identify and assess the drivers to LM implementation within the pharmaceutical industry, contributing to the emerging body of knowledge in this area.

CMM-based Lean Implementation Measurement Framework for Effective and Sustainable Mining Operations

Mining industry forms the backbone of a nation’s economy. It contributes significantly towards growth of a nation. With continuous increase in demand for mineral resources, the mining industry is expected to witness a decent growth in the coming years. This growth brings many more challenges for the industry. In an industry where safety, efficiency and productivity are crucial to profitability, even small incremental changes in system / process and framework can make a big impact. There are many improvement frameworks implemented by manufacturing industries to enhance effectiveness and efficiency. Lean is one of the most widely used framework by organizations across the globe which has helped industries in improvement of processes and systems. Lean provides a major opportunity to address some of the mining industry’s greatest challenges. In Mining, lean can dramatically improve performance across all functions. This paper explores the possibility of use of lean in mining for efficient and sustainable operations and propose a framework for measurement of level of lean implementation for better planning, monitoring and tracking. The proposed measurement framework will be based on the existing Capability Maturity Models (CMM) used software industries.

Lean implementation barriers in the apparel industry in Bangladesh

PurposeIn the highly competitive business landscape, manufacturing firms need to adopt an effective manufacturing strategy to attain a successful world-class manufacturing status. Over the past few decades, the lean manufacturing (LM) approach has gained recognition as one of the foremost strategies for enhancing performance. However, the implementation of LM poses significant challenges due to several barriers. The purpose of this paper is to investigate the primary barriers to lean implementation within the apparel industry.Design/methodology/approachThis paper used an exploratory study approach, using a three-part structured questionnaire to assess the level of agreement on different lean barriers. The measurement of these barriers was conducted using a five-point Likert scale. Empirical data were collected from 177 apparel companies located in Bangladesh.FindingsThe findings of the research highlight that the primary obstacles to implementing LI include a lack of understanding of the lean manufacturing system (LMS), the manufacturing process, the company culture and resistance from employees.Research limitations/implicationsThis paper could potentially limit the generalizability of this research, as it exclusively examines a single manufacturing sector – the apparel industry.Practical implicationsThis paper will help practitioners in finding solutions to resolve discrepancies between current manufacturing practices and the LMS.Originality/valueThis paper fulfills an identified need to examine the extent of lean adoption within the apparel industry of Bangladesh.

Sustenance Strategies for Lean Manufacturing Implementation in Malaysian Manufacturing Industries

This study aims to investigate the relationship between sustaining factors and lean manufacturing implementation. This survey-based study was a cross-sectional study and the samples were drawn by using cluster sampling procedure from medium and large manufacturing companies based on the Federation of Manufacturers Malaysia (FMM) with the final number of 151 respondents. In total, four hypotheses were developed and tested statically using PLS-SEM through SmartPLS software. The result provided evidence that lean culture, lean leadership, and lean knowledge management have a positive relationship on lean manufacturing implementation. However, lean supplier management does not have a positive relationship on lean manufacturing implementation. The survey was responded by middle and top-level management from the discrete manufacturing industries. Although there is growing interest in empirical shreds of evidence in favor of sustaining lean, this study provides a comprehensive view of sustaining factors for lean manufacturing implementation. Hence, this study contributes to expanding the boundary of the existing literature and contributes to the body of knowledge while providing insights to practitioners in tailoring strategies to sustain lean manufacturing implementation and leverage their performance.

Lean Accounting: A Decision-Making Tool

Lean accounting is a management decision-making tool available to companies involving streamlining a company’s competitive internal management strategy to minimize waste, such as excess inventory, to maximize profits. This exploration of lean accounting processes looks at how companies can maximize continuous improvement using reporting and accounting methods. Barriers to lean accounting implementation are identified together with means for their resolution. The basic understanding of lean accounting is it targets waste and non-value-adding activities especially those that do not benefit the internal or external stakeholder in the manufacturing or service setting. Lean accounting offers specific styled reports, performance measures.

Economic Impact of Lean Healthcare Implementation on the Surgical Process.

The objective of this study was to analyse and detail surgical process improvement activities that achieve the highest economic impact. Over 4 years, a team of technicians and healthcare professionals implemented a set of Lean surgical process improvement projects at Vall d'Hebron University Hospital (VHUH), Barcelona, Spain. Methods employed in the study are common in manufacturing environments and include reducing waiting and changeover time (SMED), reducing first time through, pull, and continuous flow. Projects based on these methods now form part of the daily routine in the surgical process. The economic impact on the hospital's surgical activity budget was analysed. Process improvements have led to annual operational savings of over EUR 8.5 million. These improvements include better patient flow, better management of information between healthcare professionals, and improved logistic circuits. The current cultural shift towards process management in large hospitals implies shifting towards results-based healthcare, patient-perceived value (VBHC), and value-added payment. A Lean project implementation process requires long-term stability. The reason a considerable number of projects fail to complete process improvement projects is the difficulty involved in establishing the project and improving management routines. Few studies in the literature have investigated the economic impact of implementing Lean management a posteriori, and even fewer have examined actual cases. In this real case study, changes to surgical block management were initiated from stage zero. After being carefully thought through and designed, changes were carried out and subsequently analysed.

Roles of lean learners for successful lean implementation in the construction industry: a force-directed graph

PurposeThe proliferation of lean principles in the construction industry is offset by the enduring uncertainty among industry stakeholders regarding their respective roles in lean implementation. This uncertainty is further compounded by the scarcity of empirical investigations in this area. Consequently, this study undertakes the task of bridging this knowledge gap by identifying the critical roles of lean learners and their indispensable contributions to achieving successful lean implementation.Design/methodology/approachA qualitative exploratory approach informed by an interpretivism perspective was adopted. The case study strategy was employed to gather data from three contracting organisations that had implemented lean practices. Empirical data was collected through in-depth semi-structured interviews with fifteen industry experts and complemented by document reviews. To analyse the data, a code-based content analysis approach was employed using NVivo software, while Power BI software was utilised to develop a comprehensive force-directed graph visualisation.FindingsThe research findings substantiated nine lean learners and unveiled a set of seventy-three roles associated with them. The force-directed graph facilitated the identification of lean learners and their connections to the emerged roles. Notably, the graph highlighted the pivotal role played by project managers and internal lean trainers in ensuring the success of lean implementation, surpassing the contributions of other lean learners.Originality/valueThe implications of findings extend to industry professionals seeking to establish a robust lean learning framework to expedite lean implementation within the construction sector. This study not only provides a comprehensive definition of lean learners’ roles but also transcends specific construction types, making it a significant catalyst for global impact.

Impact of Lean Strategy on Gram Staining Procedure in Microbiology Laboratory

Background: The Gram staining procedure, a fundamental microbiological technique established in 1884, is crucial for bacterial identification and classification. Despite its significance, there is an ongoing need to enhance laboratory efficiency and reduce diagnostic turnaround times. Lean strategies, originating from Taiichi Ohno's work with Toyota, emphasize waste elimination and process improvement, offering a promising approach to optimizing laboratory operations. Objective: This study aims to evaluate the impact of implementing Lean strategies on the efficiency of Gram staining procedures within a microbiology laboratory, focusing on reducing turnaround times and improving diagnostic precision without compromising quality. Methods: A cross-sectional comparative study was conducted at the Department of Pathology, Combined Military Hospital, Lahore, from September to December 2022. Utilizing a non-probability convenience sampling technique, 122 samples were analyzed pre and post Lean implementation. Lean methodologies, including Just-In-Time inventory management and standardized work procedures, were applied to optimize sample transport, accessioning, processing, and staining phases. The study employed SPSS version 25 for statistical analysis, using the chi-square test to compare efficiencies, with a significance level set at p<0.05. Results: Post-implementation of Lean strategies, significant reductions in non-value-added times were observed across all stages of the Gram staining process. Transport and accessioning times were reduced from 20 and 48 minutes to 15 and 30 minutes, respectively. The staining process time decreased from 121 to 104 minutes, and microscopy time was reduced from 201 to 56 minutes. Overall, the study reported a drastic decrease in non-value-added time from 825 to 56 minutes, maintaining the quality of staining results. Conclusion: The application of Lean strategies to the Gram staining procedure significantly enhances laboratory efficiency by minimizing waste and optimizing process times. This approach not only improves diagnostic turnaround times but also maintains high-quality standards, suggesting a scalable model for broader healthcare system improvements.

Lean HRM practices in manufacturing SMEs: exploring the interplay among the influencing factors

Purpose This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector. Design/methodology/approach The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others. Findings The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices. Research limitations/implications While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research. Practical implications The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness. Originality/value This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

Statistical Analysis of Lean Construction Barriers to Optimize Its Implementation Using PLS-SEM and PCA

The construction industry performs many tasks scheduled and related to other activities. Companies must optimize their operations, increase efficiency, eliminate waste, and deliver better products to their customers. As a result, this study aims to identify the main challenges associated with the implementation of the Lean Construction model in small and medium-sized construction companies and optimize the implementation of this process using statistically-focused mathematical models. This study was conducted using the partial least squares (PLS-SEM) method and also carried out the principal component analysis to optimize Lean barriers so that they can be properly implemented in the construction industry. The most important obstacles are displayed, as well as the relationships with other factors. Significant relationships have been discovered between the barriers to Lean construction adoption, especially with regard to corporate culture, communication, training, leadership, and the influence of mentality on business and employee adaptability. Construction executives and managers can make well-informed policy and strategic decisions by having a thorough understanding of the main barriers to Lean implementation. This information enables them to focus on the implementation of Lean technologies in projects, to increase market competitiveness, reduce waste and enhance overall work efficiency.

The implementation of lean management in reducing waste in the emergency department

Emergency Department (ED) is the frontliner unit of the hospital which becomes the entry door for emergency patients who need quick and efficient treatment. Prolonged doctor’s response time results in complaints, patients feel neglected, and affect the quality of service in the emergency room. This study aims to identify waste in emergency department services and to formulate recommendations for improvement. Methods used in this study is action research. , n=10; emergency room patients/caretakers, n=10. Data were taken through in-depth interviews, data was recorded, transcribed verbatim, and content analysis was carried out. The results of this study found 4 themes; literacy and expectations of health service of waste; complexity of inhibitory factors of services; as well as potential service improvements from supporting factors. There are four types of waste including waiting time, overprocessing, motion, unnecessary inventory, and the trial carried out was shown that it can shortened the doctor’s response time by average of 1 minute 29 seconds 82 . Lean implementation is able to found waste that can be eliminated. It takes commitment from hospital staff and management to always improving and continuously evaluating the service system.