Lean Implementation Research Articles

The role of managerial perceptions and behaviors across hierarchical levels during lean implementation

PurposeDo managers at different hierarchical levels in a firm perceive the effectiveness of a lean program differently, and does it matter for their commitment to it and the resulting lean implementation? This study answers these questions by analyzing the perceptions and behaviors of top and middle managers in a manufacturer deploying a global lean program.Design/methodology/approachThe authors hypothesize that managers at different levels perceive lean programs differently, which, in turn, should affect their commitment to lean and the resulting implementation. To test these relationships empirically, the authors collect survey data from a global manufacturer in the process industry and analyze them using hierarchical linear regression and structural equation modeling.FindingsThe findings show that middle managers perceive lean programs as more effective than top managers do. They further show that higher commitment from the top and middle managers to the lean program is positively related to building the organizational infrastructure needed for lean implementation.Research limitations/implicationsThis research is conducted in one global company. Although the research setting implicitly controls for many possible confounding variables, such as the product and process complexity or organizational culture, future research can explore and test the findings in other organizational contexts.Originality/valueThis study is the first to empirically study the relations between perceptions of and commitment to lean programs across different hierarchical levels and what it means for program implementation. The paper contributes new plausible explanations for why many lean programs slow down.

Identification of Lean Implementation in the Post-Disaster Housing Reconstruction

Housing reconstruction is a significant determinant of the post-disaster recovery process and one of the most complex challenges, especially in developing countries. Post-disaster housing reconstruction sometimes results in poor environmental quality, delayed construction completion, low performance, and wasteful materials. Previous research has shown the success of the lean application in construction projects as well as in reconstruction projects. Its means that post-disaster housing reconstruction can also apply lean principles and techniques. This study aims to identify and analyze lean theories and techniques that can be implemented to overcome, minimize or resolve problems in Indonesia’s post-disaster housing reconstruction stage to obtain a lean model (Lean Housing Reconstruction). This study is the initial stage of developing a lean implementation model in post-disaster housing reconstruction. A systematic literature review (SLR) was conducted to obtain lean principles and techniques for post-disaster housing reconstruction. The results of the SLR obtained five lean construction techniques that can be used for housing reconstruction, including Lean Six Sigma, Last Planner System, 5S (Sort, Straight, Shine, Standardize, and Sustain), Value Stream Mapping, and Pull Scheduling.

A conceptual framework for implementing lean construction and building information modeling (BIM) in post-disaster housing reconstruction projects

The occurrence of natural disasters in Indonesia every year results in massive damage to people’s homes. It requires a fast and appropriate post-disaster housing reconstruction (PDHR) strategy. The building firm or contractor is among the most significant contributors; in post-disaster conditions, the contractor has to work in a project environment that is much more complicated than conventional projects, and this often results in poor contractor performance. An approach to improve contractor performance is the application of Lean Construction. In line with this linking, the function of the Building Information Modelling (BIM) tool in the application of Lean has also proven effective in conventional projects. However, studies focusing on its simultaneous application to PDHR projects are still lacking. A conceptual framework that can be applied to specific Lean and BIM implementations in PDHR projects is needed to address this issue. This paper proposes a conceptual framework by identifying and analyzing various previous studies as a proper basis. The study shows several Lean Construction and BIM factors relevant to contractor performance indicators in post-disaster housing reconstruction projects.

Comparison Of Lean Warehouse Implementation In Several Companies In Indonesia

When implementing the lean philosophy in the warehouse, there are environment issues or aspects to be considered. This study use literature research review by reviewing journals which specifically research on the implementation of lean warehousing in companies in Indonesia. Identification of waste and its investigation to find the causes is important to have the right recommendation for improvement can be compared between companies. Ideas for improvement such as using labels to segregate used and unused materials or tools is an example of sorting. Arranging lay out, racks and bins, and materials to become neat and tidy, easy to find, and clean is a must have properties for a warehouse. Updated policies and procedures are required for standardization of work. To sustain the implementation result, it is important to have training, knowledge sharing or other similar and creative events. Leadership, measuring, and the driving of improvements are key roles for the success of implementation
 

Improved Clinic Flow and Satisfaction After Lean Implementation in a Pediatric Ophthalmology Clinic.

To report outcomes using Lean concepts (FlowOne Lean Consulting, LLC) and implemented changes in a single academic pediatric ophthalmology practice. Lean principles such as patient flow, wasted movement, and non-value added visit time were taught to clinic staff. Spaghetti maps to document patient and staff movement during examinations, patient simulation, and clinic flow exercises were performed prior to implementing clinic changes. Clinic changes included maximizing easily reachable equipment and standardizing equipment in each examination room, physician-controlled doorbells to notify staff for help, and implementing a visual real-time electronic board of patients throughout the entirety of their examination. Patient surveys before and after Lean and staff feedback were obtained. Four years of data were collected of patient examination visits after Lean principles were introduced. Prior to Lean implementation, mean pediatric ophthalmology clinic visit times were 120 minutes. Within 3 months of Lean clinic changes, mean visit times reduced to 75 minutes. Four years later, this was sustained at 69 minutes. Clinic templates were modified and increased by 17%. Patient satisfaction surveys before and after demonstrated improved scores from 6.5 to 9.0. Patient survey comments included satisfaction with shorter patient examination visits, less shuffling between examination rooms, less non-value added time, and perception of happier clinic staff. Staff survey comments included receiving fewer parent complaints, feeling less disorganized, being able to troubleshoot in real time, and leaving at an earlier time at the end of the clinic day. Lean improved clinic efficiency, reduced patient visit times, and improved patient and staff satisfaction. These improvements were sustained 4 years after Lean principles were implemented. [J Pediatr Ophthalmol Strabismus. 2024;61(1):14-19.].

Identifying critical challenges to lean construction adoption

PurposeThis study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.Design/methodology/approachSeveral indicators were recognized as major obstacles following an exhaustive assessment of the literature and a multicriteria decision analysis based on the analytic hierarchy process (AHP) of information obtained from a questionnaire survey that was directed to practitioners in the Indian construction industry.FindingsThe results of this AHP model suggest that “Managerial” and “Inadequate resources” categories with a priority weight of “0.361” and “0.309” have the highest levels of influence, respectively, while “Inadequate knowledge” and “just in time (JIT)” categories with a priority weight of “0.053” and “0.034” have the lowest levels of influence, respectively.Research limitations/implicationsConstruction companies can use the study’s findings as a guide to determine whether they are ready to embrace LC, learn more about the components needed for implementation or investigate any challenges that may arise. These businesses can then create plans to promote the adoption and application of the lean philosophy.Originality/valueThe Indian construction industry may see great success with LC management initiatives. LC concepts have been adopted by many nations, but during the past 20 years, there has only appeared to be a limited amount of lean implementation in the Indian construction industry. It seems that several structural and cultural barriers are preventing its effective implementation. Organizations will not be able to determine what improvement efforts are required, where these efforts should be directed or which initiatives could provide the best outcomes if they are unaware of the elements that influence the effective implementation of LC.

Analysis of Lean Manufacturing Implementation on E-Supply Chain Management Performance in Manufacturing Companies

This study aims to determine the effect of the implementation of the lean manufacturing system on the performance of E-supply chain management. The sample for this study is a company that uses a lean manufacturing system in Cikarang, Bekasi. This research method involves using direct observation in companies regarding the use of lean manufacturing systems from the processes of receiving customer orders, calculating raw material requirements, ordering raw material requirements, production processes, and delivery processes, so that concrete data can be obtained. With this research, it will be determined whether the use of a lean manufacturing system will affect production lead time, reduce the amount of inventory, reduce inventory area, and improve delivery performance. So that from the implementation of lean manufacturing, is there any influence on the performance of E-Supply Chain Management. With E-Supply Chain Management, control and monitoring of Supply Chain Management performance can be done in real time, wherever we are as long as there is an internet network, we can control.

Understanding Lean—Statistical Analysis of Perceptions and Self-Deception Regarding Lean Management

Despite the benefits of a lean business system, many organisations struggle to implement and sustain lean initiatives. The purpose of this work was to explore in what way a leader’s deeper knowledge or different understandings of lean affects the lean implementation and its outcomes. The research methodology incorporated a survey of 757 participants. How respondents understood lean was assessed and later correlated to their extent of lean knowledge and specific understanding. This was supported by exploratory factor analysis and structural equation modelling. What caused participants to pursue lean knowledge was also assessed. Low lean knowledge and experience correlated with a system, tools and processes perspective of lean that was perceived to provide a low competitive advantage. Those of high lean knowledge had a much more holistic view of lean that encompassed both socio and technical aspects and also perceived greater competitive advantages from lean. Results showed 88% of people were (are) not at all familiar with lean, 9% of low knowledge and 3% of high knowledge. This paper promotes the importance of management knowledge in establishing a lean business system and exposes that many are actually self-deceived regarding their knowledge of lean. It identifies the need to develop lean education and recommends further research in this area. It also provides a conceptual framework for the implementation of lean with an emphasis on leadership learning. This paper contributes statistical evidence and a new perspective on the cause of lean success and failure.

Assessing The Lean Behavior in Hospital Lean Implementation: A Case Study

The application of lean in several hospitals in Indonesia, one of which is required by the change in the BPJS financing system from Fee for Service towards Indonesia Case Based Groups (INA CBGs) where health service providers must provide services according to their needs without any reduction in quality. The application of lean behavior in hospital lean management in order to reduce resistance to all forms of change that must be made to meet all challenges in the era of universal coverage of health financing where hospitals must act effectively and efficiently in order to continue to survive and succeed in providing health services to the community. This research is a cross-sectional quantitative study. The research instrument is in the form of a questionnaire through the google form link. Analysis using SEM (structural equation model) with Smart PLS. The results showed that Self Eficacy significantly has a direct effect on Readiness (Betha=0.512, t = 9.262, p-value 0.00), Personal Valency significantly has a direct effect on Readiness (Betha=0.333, t = 5.344, p-value 0.00), Readiness significantly affects Lean Behavior (Betha=0.373, t = 6.577, p-value 0.00), Intentions significantly directly affect Lean Behavior (Betha=0.459, t = 8.454, p-value 0.00), Readiness significantly affects Intentions (Betha=0.653, t = 14.577, p-value 0.00). Intentions (Z2) are significant mediators of readiness (Z1) relationships to Lean Behavior(Y) (partial types of mediation) , Readiness(Z1) are significant mediators of Self Eficacy (X1) relationships to Lean Behavior(Y) through Readiness(Z1) (Partial types of mediation) , Readiness(Z1) are significant mediators of Personal valency (X2) relationships to Lean Behavior(Y) through Readiness(Z1) (Partial types of mediation), Readiness(Z1) and intention(Z2) are significant mediators of Self Eficacy relationships (X1) to Lean Behavior(Y)(Partial type mediation), Readiness(Z1) and intention(Z2) significantly mediator of Personal valency (X2) relationship to Lean Behavior(Y)(Partial type mediation) , Readiness(Z1) significant to mediator of Self Eficacy (X1) relationship to Intentions (Z2)(Partial type mediation), Readiness(Z1) significant mediator of Valency Persoal relationship (X2) to Intentions (Z2)(Partial type mediation). The effect of readiness on intentions has the highest value, readiness has a significant influence on lean behavior but intentions are the variables that have the highest influence value on variabellean behavior Strong intentions will support success in the implementation of lean behavior in the implementation of hospital lean management. dr. Iskak has a strong intention in supporting the implementation of lean behavior, through the strong efforts of the organization members in realizing lean behavior in hospital lean management. In order to prepare intentions, it is necessary to have the readiness of each individual.
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Enabling the twin transitions: Digital technologies support environmental sustainability through lean principles

Manufacturing companies seek innovative approaches to achieve successful Green and Digital transitions, where adopting lean production is one alternative. However, further investigation is required to formulate the strategy with practical inputs and identify what digital technologies could be applied with which lean principles for environmental benefits. Therefore, this study first conducted a case study in three companies to collect practice-based data. A complementary literature review was then carried out, investigating the existing frameworks and complementing practices of digitalized lean implementations and the resulting environmental impact. Consequently, the Internet of Things and related connection-level technologies were identified as the key facilitators in lean implementations, specifically in visualization, communication, and poka-yoke, leading to environmental benefits. Furthermore, a framework of DIgitalization Supports Environmental sustainability through Lean principles (DISEL) was proposed to help manufacturing companies identify the opportunities of digitalizing lean principles for Environmental sustainability, thus enabling the twin transitions and being resilient.

Analyzing Critical Success Factors of Lean 4.0 Implementation in Small and Medium Enterprises for Sustainable Manufacturing Supply Chain for Industry 4.0 Using PLS-SEM

Lean 4.0 (L4.0) is a transformed form of traditional lean to suit Industry 4.0’s (I4.0) requirements. The L4.0 has a great deal of potential to match the I4.0’s challenges in terms of speed, dynamics, and efficacy once it has been digitalized. The study aims to identify and model the L4.0 CSFs for successful lean implementations in SMEs to suit I4.0 needs. The thorough analysis of the literature led to the identification of the L4.0 CSFs. The expert panel from SMEs was involved in selecting the relevant 22 L4.0 CSFs that suited the needs of manufacturing SMEs. Based on the feedback of the expert panel, a questionnaire survey was carried out. Further, collected responses were analyzed using an exploratory factor analysis (EFA). The EFA results identified four major groups: ‘worker-enabled technologies’, ‘IT-enabled technologies’, ‘management’, and ‘L4.0’ related CSFs. Furthermore, the study uses partial least square structural equation modeling (PLS-SEM) to simulate the L4.0 CSFs and identify the influence of each CSF toward successful lean implementation. The PLS-SEM results confirm that the lean CSFs have positive effects on successful lean implementation. The present research contributes to enhancing the knowledge and L4.0 practices of manufacturing SMEs. The results show that successful implementation will promote ‘productivity improvements (PI)’, ‘waste reduction (WR)’, ‘competitive advantage (CA)’, and ‘sustainable manufacturing system (SMS)’.

‘Lean Dancing’: How Involvement in Continuous Improvement and Lean Techniques Relate to Hospital Performance and Workers’ Wellbeing through Autonomy

This study examines Lean—conceptualized as Involvement in Continuous Improvement and Lean Techniques—in hospitals. Specifically, we aim to determine the extent to which hospital workers’ perceptions of Lean are related to perceptions of their performance and wellbeing, and to what extent these relationships are explained by autonomy. Our data (n = 754) come from a Lean implementation study in a Dutch hospital, and are analysed using structural equation modelling. First, our results indicate that Involvement in Continuous Improvement positively relates to hospital workers’ perceptions of several dimensions of hospital performance (quality, service, efficiency, and predictability) and their own wellbeing (burnout and engagement)—a mutual benefit for both employer and employees. However, we also show that the Lean Techniques do not significantly relate to wellbeing. Second, our study reveals that it is essential to distinguish between responsible autonomy and choice autonomy, as we found differing mediating effects. Based on these findings, we recommend HR executives to move away from approaches that focus on happy few and to move away from approaches that focus on techniques.

Save it for a rainy day! Lean strategies for cost saving: The role of Lean maturity

Purpose: This study investigates the effect of lean implementation on production cost reduction and the moderating role of lean manufacturing maturity.Design/methodology/approach: This study employed a cross-sectional survey, of which the samples were drawn using a cluster sampling procedure from 151 middle and top-level management of medium and large manufacturing companies gathered from the Federation of Manufacturers Malaysia (FMM). Data were analyzed using the PLS-SEM approach through SmartPLS4 software.Findings: The result revealed that lean implementation does not leverage production cost reduction as the lean journey requires long-term orientation, which finally leads to valid cost reduction. The moderating role of lean manufacturing maturity was significant and positive in the relationship between lean manufacturing implementation and production cost reduction.Research limitations/implications: Future research should include longitudinal settings as this study is cross-sectional, and future research might put the present model to the test in multiple industries and regions, including a cross-country comparison to improve the generalizability of the findings. Additionally, further studies could extend this study using a mixed-method approach.Practical implications: By offering a holistic perspective, this study expands the existing literature, contributes to knowledge of integrated lean implementation and supports the management in planning their path towards cost-cutting performance.Originality/value: This study answers the inconclusive finding between lean implementation and operational performance in terms of production cost reduction. The study contributes to the body of knowledge and, most importantly, to the practitioners in planning their lean journey.

Synergies of Lean, BIM, and Extended Reality (LBX) for Project Delivery Management

The architecture, engineering, and construction (AEC) industry stands to benefit tremendously from the integration of lean construction (LC), building information modeling (BIM), and extended reality (XR) technologies at all stages of a project. These technologies enable multidimensional content viewing and collaboration through cloud-based systems and in real-scale environments, resulting in higher levels of efficiency. The aim of this research is to offer an integrative approach that combines project management philosophies, systems, technologies, and tools. The sections containing the results of this study are as follows. (1) A concise review of the benefits of LC, BIM, and XR technologies in the AEC industry, including BIM-based visualization support for LC (Lean-BIM) and BIM visualization in XR (BIM-XR). This section also presents an overview of the most commonly used wearable XRs on the market. (2) The presentation of an LBX process flow diagram and an IDEF0 diagram for the LBX project delivery management system at each stage of AEC projects, including design, construction, and operation. (3) Two possible scenarios for integrated lean, BIM, and XR implementation are suggested, referred to as “in the office” and “online or semi-online LBX meetings”. (4) An analysis of the strengths and weaknesses of the LBX management system, practical implications, and open challenges of applying LBX to project management tasks. Overall, this study presents an enormous opportunity to increase the quality of construction project planning, understanding, and performance, and provides a roadmap for future efforts to implement the integration of LC, BIM, and XR technologies in the AEC industry.

Lean Implementation Benefits for the Pharmaceutical Company - From Project to Implementation

The primary purpose of this paper is to identify the benefits of LEAN methods implementation for the pharmaceutical company from theoretical and practical points of view. The methodology employed in this study is a qualitative content analysis with open coding of the selected literature followed by identifying a consensus view across employees using the Delphi method. The research started as a study project and has identified several LEAN implementation benefits, such as reduced losses, improved document, and systems effectiveness, improved processes, and reduced manufacturing errors. The selected LEAN methods were applied, and immediate improvements were demonstrated. The study results are based on the employees' opinions and the practical application of LEAN methods in only one pharmaceutical company. This study could be beneficial for the top and middle-level pharmaceutical company managers considering improving their operational activities by applying LEAN methods. This paper identifies the benefits of LEAN methods implementation considering the specifics of pharmaceutical manufacturing. The study also demonstrates how the theoretical findings can be applied in a real manufacturing environment.

Lean healthcare: Improving surgical process indicators through prioritization projects

Purpose: Implementing process management methodology through Lean Management and Design Thinking provides a new way to manage surgical blocks, maximize efficiency and adapt to the high variability of demand. This article presents our experience of implementing a set of improvement actions within the surgical process in the context of Lean Healthcare Processes. The project involved a total of 900 healthcare professionals over a 3-year period (2017-2019) and has impacted over 38,000 surgical patients each year at the Vall d'Hebron University Hospital in Barcelona, Spain.The purpose of this article is to present a set of improvement projects within the surgical process and show the indicators that monitor its evolution. These projects have been implemented successfully in a hospital with high surgical complexity and indicate how health care professionals and process engineers can work together as a team to improve healthcare resources.Design/methodology/approach: To evaluate the effectiveness of the actions presented, we propose a series of standardized indicators showing how our findings increase the efficiency of the surgical process. We also indicate Lean projects that can reduce patient waiting times and increase capacity. Below is a management model for the surgical process that considers industrial production criteria such as resource planning, optimizing the use of operating rooms and professionals' time and generating the best surgery combinations.Findings: Projects that have increased efficiency in the surgical block the most have been standardized and converted into a model of action. This is designed to adapt to any level of complexity within the hospital process. The set of improvement projects has been divided into 6 stages: Programming, Material logistics process, pre-surgical stage, intra-surgical stage, post-surgical stage and transversal projects; each affecting a different area of the general hospital (not only the surgical unit). Furthermore, a visual flow chart was designed using the results of the project.Findings from the study have led to a 15% increase in surgical capacity without the need for new resources. The average hospital stay also dropped from 7.2 days to 4.1 days. The flow vision in the care process improves the experience of both patients and health care professionals, who see their participation as part of the whole health care process.Research limitations/implications: the projects were mainly developed at the Vall d'Hebron University Hospital. Although several of these projects have been carried out in other hospitals in Spain by the same team of process engineers, results may be biased when the team provides support within its own process department, compared to when it supports the local team in another hospital temporarily.Another important limitation is that it takes several months to implement and consolidate the improvement projects and demonstrate improved indicators in a sustainable way over time. This matrix of projects is more than a specific action, a cultural change with the entire surgical department.Originality/value: This study sets out a proposed practical example of applying surgery management tools in the surgical process. Our proposal can offer hospital managers and surgical coordinators an orderly, streamlined project guide for overall surgical performance indicators.The main results from developing the model include the degree of satisfaction shown by healthcare professionals and the determined commitment from the center’s management team to promote process management using Lean methodology. This commitment continued despite the challenges of shifting the organizational structure towards process management, which is a complex task requiring a period of adaptation and learning.Healthcare management has always prioritized increasing surgical patient safety and satisfaction. Patient flows are increased and resources used more efficiency by shifting the focus to the patient and the processes gone through during their hospital stay. This improvement project provides us with the best example of Lean methodology implementation if reinvested in bettering healthcare. This in turn increases the value perceived by patients, which is the ultimate purpose of the process.

Implementation of lean thinking in healthcare services: Why is it importance

Background: : Indonesia has implemented National Health Insurance since 2014 through quality improvement and cost efficiency strategy. In the early implementation, many hospitals suffered a loss due to the absence of efficiency in operational health services. In the other hand, few hospitals have implemented lean as an attempt of quality improvement and cost efficiency in National Health Insurance era. There is not enough evidence in Indonesia to support management tools implementation such as Lean for improving efficiency. Aims: This study aims to develop scientific knowledge and goodwill of Lean implementation in healthcare services in many countries. This study also becomes evidence-based to implement lean in Indonesia. Methods: This study used a systematic literature review and searched PubMed, Scopus, Clinical key, Sciencedirect, EBSCO, and other related journals from 2009 to 2018 with syntax keywords for each database. Twenty-two articles were included in the reviewed. Results: The result showed that most journals discussed Lean reducing lead time and ALOS to improve the patient value and patient safety, as well as the amount of journal discussed about Lean made cost reduction in healthcare operational to improve efficiency. Conclusion: Lean implementation should be adopted by Indonesian hospitals as quality improvement and cost containment strategy and enhance patient safety under National Health Insurance era.

Towards Lean Manufacturing in Developing Countries: Research Gaps and Directions in Tanzania

In the current knowledge-driven economy, many industries across the globe are forced to adopt manufacturing technologies such as lean manufacturing to remain competitive in the globalized world. Despite the increase in lean manufacturing implementations, the adoption rate in Tanzania is very low and estimated to be 8 percent. Likewise, the sustainability of lean manufacturing tools and practices is still questionable, which shows the need to develop lean maturity models. To date, several lean maturity models have been developed but there is a lack of maturity models that consider different levels of manufacturing industries. The study presented in this paper focused on the pre-implementation, implementation, and post-implementation phases of lean manufacturing. To achieve this aim, a systematic literature review and social network analysis using VOS viewer 1.6.18 were conducted. The literature was obtained from four academic databases: Emerald, Elsevier, Springer, and Taylor and Francis. The search covered the period from 2010 to 2022. Of the 100 publications analyzed on lean manufacturing, only 1 percent is from low-income developing countries and 5 percent of publications from Africa. The study has identified that there are few numbers of research publications on lean manufacturing in Africa and low and lower-middle-income developing countries in general, as a result there is a low rate of implementation of lean manufacturing in low and lower-middle-income developing countries. It is recommended that more studies on the drivers and barriers, critical success factors, and lean assessment be conducted in developing countries.

Implementation of lean for small- and medium-sized construction organisational improvement

PurposeSmall- and medium-sized enterprises (SMEs) within the construction sector are highly vulnerable to disruptions caused by political and economic decisions or even pandemics. This study evaluated the current operations of selected SMEs providing engineering design and consultancy services against Toyota Production System (TPS) lean tool. The purpose is to juxtapose SME operations and processes with TPS to ascertain the level of their operations conformity to the established TPS lean thinking tool.Design/methodology/approachThis study used a qualitative data collection and analysis approach to evaluate the current processes of participating SMEs against Liker's 14 management principles of TPS. The data collected were analysed using thematic analysis to identify patterns and themes that emerged from the qualitative data.FindingsThe analysis revealed that focus on short-term goals, immediate profit and duplication of effort resulting from insufficient collaboration is currently creating waste in participating SMEs' operations. Hence, the implementation of TPS was recommended as a lean tool and a framework based on TPS lean tool was developed for improving the operations of SMEs.Research limitations/implicationsThe study is limited to SMEs operating only as consultants providing project planning design within the construction industry. Data collection is limited to qualitative even though observations would improve the outcome of the study.Originality/valueThe study advances contemporary issues in promoting lean implementation in construction sector and developed an improved framework based on the TPS to enhance the performance of SME construction businesses.

A hybrid approach to enhancing the performance of manufacturing organizations by optimal sequencing of value stream mapping tools

PurposeLean manufacturing (LM) is prevalent in the manufacturing industry; thus, focusing on fast and accurate lean tool implementation is the new paradigm in manufacturing. Value stream mapping (VSM) is one of the many LM tools. It is understood that combining LM implementation with VSM tools can generate better outcomes. This paper aims to develop an expert system for optimal sequencing of VSM tools for lean implementation.Design/methodology/approachA proposed artificial neural network (ANN) model is based on the analytic network process (ANP) devised for this study. It will facilitate the selection of VSM tools in an optimal sequence.FindingsConsidering different types of wastes and their level of occurrence, organizations need a set of specific tools that will be effective in the elimination of these wastes. The developed ANP model computes a level of interrelation between wastes and VSM tools. The ANN is designed and trained by data obtained from numerous case studies, so it can predict the accurate sequence of VSM tools for any new case data set.Originality/valueThe design and use of the ANN model provide an integrated result of both empirical and practical cases, which is more accurate because all viable aspects are then considered. The proposed modeling approach is validated through implementation in an automobile manufacturing company. It has resulted in benefits, namely, reduction in bias, time required, effort required and complexity of the decision process. More importantly, according to all performance criteria and subcriteria, the main goal of this research was satisfied by increasing the accuracy of selecting the appropriate VSM tools and their optimal sequence for lean implementation.