Lean Management System Research Articles

A novel integrated material flow cost accounting (MFCA)- IoT-lean management system approach to improving water use efficiency and reducing costs in the beverage industry

The purpose of this study is to present a novel approach of integrating Material Flow Cost Accounting (MFCA), Internet of Things (IoT) and lean management systems to improve water use efficiency and reduce costs in the beverage industry. The positive and negative product costs of water purification, syrup manufacture, concentrate mixing, and packing were analyzed. The MFCA analysis showed 78.5% positive and 21.5% negative product costs. The use of the Power BI application to display real-time positive and negative costs in each process, scenario modeling and simulation was able to promote water savings and cost reductions, as well as supporting factory team ideation for choosing one of three improvement plans: 1) RO flushing water recovery in water purification; 2) water conservation with automated pH correction at packaging warmer; or 3) wastewater treatment and reuse of the rejected RO brine. According to our two-scenario water conservation testing, an automation process could improve pH adjustment in the packaging process, while MFCA, IoT, and lean management systems could be applied to improve industrial water use efficiency, demonstrating the potential for sustainable water use. The beverage-industry case in the present study validated this approach, resulting in a 24.1% production rate increase and a 4.5% cost reduction of 71,010 THB savings per year.

The relationship between self-efficacy and sustainable Leanmanagement systems withinthe healthcare arena.

The purpose of this paper is to improve the understanding of the social contexts of sustainable Lean culture in healthcare by examining self-efficacy (SE) as a fundamental construct related to the value of perceived readiness, prior education of Lean and the importance of leadership's system-level support. A descriptive correlational study was conducted to identify the relationships between SE and Lean readiness factors, SE and prior Lean training, SE and clinical vs administrative roles and SE and perceived system-level support in a large health system. There was a statistically significant difference in self-reported readiness to use Lean tools between individuals who had received Lean training during their academic education and those who had not; however, their level of education did not impact SE. Lastly, and perhaps most important, the learner who embodies SE also has system-level support. Future directions of this research, in addition to assessing team readiness as other studies suggest, would be to evaluate individual team member readiness by gauging SE and addressing deficits prior to the deployment of process improvement (PI) projects to promote success and sustainability. This contributes to the ongoing scholarship of Lean management systems, providing clinical and non-clinical leaders with a contextual understanding of their supportive role in the SE of teams. This study demonstrates the value of understanding SE of individual team members and how it can contribute to overall improved team outcomes, directly impacting the sustainability of Lean change culture and its promotion of improved patient safety, cost efficiencies and access to care.

Investigation of inventory management practices at m. products bakery and confectionary limited

Managing stock effectively is important for any organization, running a bakery firm is no exception because without enough stock, services to the customers will come to an abrupt stop. M. Products Bakery and Confectionary Limited provides services for 24 hours and accordingly, needs to keep stock of certain materials and other supplies in order to fulfill its duties effectively. It is generally held opinion that where stock management is poor, it greatly affects the company’s operations as well. Hence this study investigated the Inventory management Practices, M. Products Bakery and Confectionary Limited taken as a case study. A sample of 50 respondents was selected for the study. Questionnaires, interviews and observation were used in attaining data from respondents. The study revealed that the company ensured lean inventory management systems and strategic supplier optimization and most importantly the use of inventory recording technique (stock valuation using FIFO, inventory and issue methods) to manage its inventory. The study also revealed that the company had a computerized system as an inventory management practice but it had no existing inventory model. The study revealed that Inventory Management Practices have impacted on the company’s operations, profitability and the ability of the company to meet customer demand. However, among the gaps within the inventory management practices at M. Products Bakery and Confectionary Limited was limited space, delayed orders from suppliers leading to insufficient inventories, poor quality products from suppliers, bureaucratic process in procurement, purchase of raw materials with early expiration date, increased damages due to poor handling during production, overstocking/under stocking, weak management system , lack of training of the employees and un qualified employees, use of manual inventory management system in some departments, scattered storage facilities and poor transportation mechanism (resulting into spoilage of materials), theft and attacks from rats which reduces the amount of inventory available for sale, reduced demand from some customers especially during the covid19 outbreak and heavy taxes from the government. It was therefore recommended that there is need to expand on its production facility and also adopt advanced warehouse techniques, management to emphasize the importance of inventory management, company should improve its relationship with its suppliers, adopt accurate forecasting techniques, should train more executives and employees and also adopt an advanced information system such as Electronic Data Interchange.

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.

Are lean and digital engaging better problem solvers? An empirical study on Italian manufacturing firms

PurposeWe studied the relationship between job engagement and systematic problem solving (SPS) among shop-floor employees and how lean production (LP) and Internet of Things (IoT) systems moderate this relationship.Design/methodology/approachWe collected data from a sample of 440 shop floor workers in 101 manufacturing work units across 33 plants. Because our data is nested, we employed a series of multilevel regression models to test the hypotheses. The application of IoT systems within work units was evaluated by our research team through direct observations from on-site visits.FindingsOur findings indicate a positive association between job engagement and SPS. Additionally, we found that the adoption of lean bundles positively moderates this relationship, while, surprisingly, the adoption of IoT systems negatively moderates this relationship. Interestingly, we found that, when the adoption of IoT systems is complemented by a lean management system, workers tend to experience a higher effect on the SPS of their engagement.Research limitations/implicationsOne limitation of this research is the reliance on the self-reported data collected from both workers (job engagement, SPS and control variables) and supervisors (lean bundles). Furthermore, our study was conducted in a specific country, Italy, which might have limitations on the generalizability of the results since cross-cultural differences in job engagement and SPS have been documented.Practical implicationsOur findings highlight that employees’ strong engagement in SPS behaviors is shaped by the managerial and technological systems implemented on the shop floor. Specifically, we point out that implementing IoT systems without the appropriate managerial practices can pose challenges to fostering employee engagement and SPS.Originality/valueThis paper provides new insights on how lean and new technologies contribute to the development of learning-to-learn capabilities at the individual level by empirically analyzing the moderating effects of IoT systems and LP on the relationship between job engagement and SPS.

Lean manufacturing and quality management: Ways to improve efficiency

The reasons for the growing interest in lean manufacturing and quality management systems in engineering production systems are considered. It is shown that these systems currently work without proper efficiency. The essence of lean manufacturing and quality management concepts is considered. The main errors in their understanding and application are analyzed. It is established that it is expedient to implement these systems on the basis of research of processes of the organization's activity. The hierarchy of organizational and technological systems is considered and the main tasks solved within the lean manufacturing and quality management systems are presented. The tools of lean manufacturing and quality management are offered, which it is expedient to use in providing highly efficient machine-building production. Suggestions for restructuring of engineering departments of machinebuilding enterprises are given.

Lean production, green supply chain management and environmental performance: a configurational perspective based on the Portuguese context

Purpose Organizations are faced with increasing pressure to engage in sustainable development. There is an ongoing discussion on how to incorporate green thinking into lean management systems. This study aims to investigate configurations of lean and green supply chain management (GSCM) practices associated with high environmental performance. Design/methodology/approach The study uses survey data from a sample of Portuguese manufacturing firms and apply fuzzy-set qualitative comparative analysis to examine the data. This configurational technique allows to capture the synergetic effect of lean and GSCM practices and identify distinct combinations leading to the outcome of interest. Findings Seven configurations of lean and green practices are associated with high environmental performance. The implementation of lean practices is required in all configurations. Analysis of alternative combinations reveals trade-offs between lean initiatives and environmental goals. Four configurations require low level of implementation of pull production. In one configuration, high environmental performance is achieved with low implementation of statistical process control and without lean employee involvement. Research limitations/implications This study expands the literature on lean management by identifying different strategies to integrate lean and GSCM practices to achieve high environmental performance. Practical implications The findings suggest different strategies to achieve high environmental performance. Managers need to selectively implement lean and green supply chain practices to achieve the desired combinatorial effect, which may require not to implement specific lean practices. Originality/value The study demonstrates the synergetic effects of lean and green practices on environmental performance using a configurational perspective. In addition, it identifies combinations that require a low level of implementation of specific lean practices.

Societal Institutions and Contradictions in the Workplace: A comparative analysis of lean management systems in Germany, Italy, and the United Kingdom

This article combines insights from the organizational institutionalist (OI) literature on the complexity of transnational institutional streams and the power-based approach of the comparative employment relations (CER) literature to better explain diversity in human resource (HR) practices across organizations embedded in different societal contexts. Building on the insights from both literature strands, the article argues that societal institutions, by providing power resources to labour vis-a-vis management, influence the settlement of contradictions in HR practices in the workplace, with implications for the internal consistency of HR systems. The findings are based on the comparative case study of three metal companies in Germany, Italy and the United Kingdom that implemented lean management systems. They suggest that labour-supporting institutions at the sectoral and organizational levels in the German metal company contribute to a more ‘balanced’ settlement of the tensions between the (ideo)logics of empowerment, cost-cutting and Taylorism, which characterize lean management systems, compared to the Italian and British companies. The article contributes to cross-fertilization between the OI and CER literature because it demonstrates the value of integrating the power resource perspective in (comparative) OI studies, and of taking into greater consideration the role of transnational (ideo)logics in CER research.

A Framework for Implementing Lean Management in the Hospital Emergency Department

Background: Lean management is based on eliminating any waste of resources, increasing productivity, and creating sustainable value. Improving the quality of health services is achieved by knowing the system’s performance and using appropriate managerial methods and tools. Objectives: The purpose of this research was to provide solutions for the proper implementation of lean management in the emergency department of the hospital. Methods: The current research employed a qualitative methodology. In order to provide operational solutions, the existing literature was first reviewed. Then, a sample population was selected from the research community, including experts in the field of health, management, and statistics. Fifteen subjects were interviewed purposefully. In order to obtain the information desired, interviews and focus groups were held, and NVIVO10 software was used to code and store all interview documents. Results: In this study, by reviewing the available literature and conducting interviews with experts, the steps and activities, tools, techniques, and facilities that should be considered for guiding and developing the lean management project in the emergency department were identified and organized. In the next step, based on the Deming cycle, a model was designed to implement lean management in the emergency department. In this 6-step model, the necessary activities for the establishment of a lean management system in the emergency department, as well as the techniques related to each step, were presented along with the enablers needed for the successful implementation of the project. Conclusions: Many hospital inefficiencies can be attributed to the waste of resources and facilities. Therefore, it is necessary to reduce and eliminate waste sources by applying practical solutions and formulating executive instructions for these solutions. Applying the recommendations of the lean management system can cut waste in different fields in hospitals, just like in manufacturers. Using the lean management approach can reduce waste in different dimensions, such as inventory, waiting, processes, and services.

Enterprise-wide lean management systems: a test of the abnormal profitability hypothesis

PurposeThe paper tests if and to what extent lean management system adoption generates abnormal profitability, and how it accrues over time. Configurational approaches to lean management systems and “S-curve” effects in lean implementation are used to ground the paper's hypotheses and interpret its findings.Design/methodology/approachUsing the emerging view of lean as enterprise-wide management systems, this quasi-experimental study uses a difference-in-differences approach to estimate the abnormal profitability (ROIC) attributable to lean management system adoption. The paper leverages a unique data set of lean adopters nested in a panel data set (19 years) of 2,088 industrial firms matched by industry and firm size. It applies a variety of regression methods (two-way fixed effect panel estimator, propensity score matching, instrumental variable two-stage-least squares) to estimate the size of the abnormal profitability attributable to lean management systems, addressing endogeneity issues related to non-random sampling, omitted variable bias and reverse causation. It also analyzes the cross-firm variability of such abnormal profitability and how it accrues over time.FindingsFor the average non-adopter in the sample (44.3 million euro revenues), lean adoption generates abnormal ROIC ranging from 1.4% to 3.9%. These results come into effect approximately three years after starting lean adoption and peak after eight years. While the average abnormal profitability attributable to lean adoption is sizable, it varies significantly across firms and over time. This significant variation is compatible with firms' diverse ability to understand the complex inner workings of lean systems, and to design and implement them so that they improve profitability.Research limitations/implicationsThe conceptualization of lean as enterprise-wide management system can be further refined to more effectively categorize the components of lean systems and investigate the nature of their relationships. Lean system adoption measurement can be fine-tuned to better capture cross-firm and longitudinal heterogeneity. Future work can explore other dependent variables of interest to different stakeholders including shareholders' value, employment and environmental and social sustainability.Practical implicationsThe financial benefits of adopting lean can be reaped to the extent to which managers embrace lean as a philosophy and implement it pervasively in the organization. A firm can use the study's estimates as a basis for making calculations about the returns of investment in lean adoption. The paper also shows that “getting the lean system right” makes a significant difference in terms of abnormal profitability, which is twice as large for the best lean adopters..Social implicationsCompared with the promises of many lean proponents and supporters, the paper provides a more realistic view of what to expect from lean adoption in terms of profitability. Adopting lean as a comprehensive, enterprise-wide management system is not a universal panacea, but a complex endeavor, characterized by multiple complex decisions that require considerable capabilities, coordinated efforts and consistency of action.Originality/valueDifferently from extant research, this study does not study the correlation between the adoption of lean operation practices and financial performance but focuses on the abnormal profitability generated by the adoption of lean as a pervasive, enterprise-wide management system. Its research design allows to identify the differential profitability attributable to lean adoption and documents that it accrues non-linearly.

Information Construction of Hospital Medical Consumables Management Based on SPD Mode

To change the traditional hospital medical supplies rough management mode, the hospitals build an information material management platform which combines suppliers and hospitals, information systems and smart devices, clinical needs and professional operations innovatively. Finally, a lean management system called SPD is formed under the guidance of supply chain integration and supported by supply chain management theory and information technology. It has realized the whole process of consumables circulation information traceability, intelligent service in the hospital, and refined management of consumption settlement. The application of SPD in hospitals effectively improves the informatization level and overall operation efficiency of medical consumables management which is an important part of hospital information construction.

Application of lean methodology to frozen section workflow – An audit of present practices at a single large oncology center

AimWe conducted a pilot study to analyze the frozen section workflow in the histopathology department and to construct a future state map using Lean management for a better efficiency. MethodWe analyzed the current state of frozen section workflow in our department, from receipt of the specimen to delivery of slides to the pathologist to communication of report to the surgeon by using value-stream mapping and spaghetti diagram. Further, with the help of the fishbone diagram and Pareto's chart, root cause analysis was done, and a future state map was created with help of a spaghetti diagram to eliminate the non-value-added steps. ResultsOur current value-stream map identified a total specimen processing time of 3393 min of which 2880 min were value-added, translating to a process cycle efficiency of 84.88 %. Also, with the help of tools of lean management we constructed a future state map to improve process cycle efficiency. ConclusionIn this study, we have attempted to use a few tools of lean management systems and suggested ways for continuous improvements that can be successfully implemented in histopathology laboratories.

МЕТОДИКА РЕАЛИЗАЦИИ ПРОЕКТОВ ПО УЛУЧШЕНИЯМ В СИСТЕМЕ МЕНЕДЖМЕНТА БЕРЕЖЛИВОГО ПРОИЗВОДСТВА ОРГАНИЗАЦИИ ОБОРОННО-ПРОМЫШЛЕННОГО КОМПЛЕКСА

A method to implement improvement projects in the lean manufacturing management system (LMMS) of a military-industrial complex enterprise (MIC) is proposed, which is developed on the basis of the scientific and methodological apparatus of the modern theory of lean manufacturing (LM), as well as on the principles of scientific labor organization and project management. The algorithm of implementing the successful life cycle of such projects in the military-industrial complex enterprise is considered. A comprehensive system to evaluate the proposed improvement projects is presented, which allows determining the priority of the project in improvement activities. The best cases of implementing improvement projects are considered by the example of JSC "Obukhov Plant".

The method of "Cost deployment". The basic of tools, integration into a lean management system

The method of "Cost deployment". The basic of tools, integration into a lean management system

Construction and application of lean standardized testing management system based on innovative mode

At present, the construction of Lab is constantly advancing, and the quality of Lab and the safe and reliable operation of Lab have become the main concerns. In the construction of intelligent Lab, to ensure product quality and safe and reliable Lab, not only strict product quality inspection is needed, but also scientific product quality inspection is needed. Lab mainly test products and then send them to other enterprises for re-inspection, which not only increases the testing cost of enterprises, but also easily leads to inaccurate and irregular product testing data. In view of this situation, this paper puts forward a construction method of lean standardized test management system based on lean management idea, aiming at ensuring the quality of Lab and the safe and reliable Lab through reasonable allocation of resources, strengthening process control and continuous improvement. Construction and application of lean standardized test management system based on innovative mode. Based on the idea of lean management, the system aims at "the quality of Lab and the safe and reliable Lab", integrates the internal and external resources of the enterprise, combines with the actual situation of the enterprise from the aspects of on-site quality management, equipment condition evaluation, abnormal defect control and test result analysis, and adopts the method of continuous improvement to continuously promote the implementation of lean standardized test management, gradually realize the standardized, unified and effective management of test data, and thus realize the organic unity of product quality and safe and reliable operation of power grid. The system has been applied in smart substation construction projects. In this paper, the requirements and influences on inspection work are analyzed, and a lean standardized inspection management system based on innovative mode is constructed.

Application of 5s field management in small and medium-sized manufacturing enterprises

5S field management is the cornerstone of lean production management system, which originated in Japan in the 1950s [1]. Since 5s field management was introduced from Japan, it has been favored by many small and medium-sized manufacturers in China. At present, the competition of small and medium-sized manufacturing enterprises is becoming more and more fierce, and the competition of productivity and cost, management level is becoming more and more the key to the success of enterprise competition. Practice has also proved that 5s field management has a good positive effect on enterprises, which is specifically manifested in that it can improve the quality of employees and improve the productivity of enterprises. Therefore, this paper takes some small and medium-sized manufacturing enterprises in China as the research object, analyzes the current application status of 5s field management in enterprises, analyzes the problems arising in the implementation process, and puts forward scientific improvement plans.

Modelling the efficiency evaluation in production enterprise applying lean management system

Modelling the efficiency evaluation in production enterprise applying lean management system

Lean менеджмент в умовах економічного зростання та розвитку

Economic growth planning plays an important role because it ensures the efficient operation of the company, and efficient operations cannot be carried out without reducing production costs. That is why it is expedient to implement a system of planning of lean management for the purpose of economic growth in the context of the introduction of new types of foreign economic activity. Therefore, the purpose of the work is to develop measures for planning economic growth at the enterprise in the context of introduction of new types of foreign economic activity. The main research methods are data collection, evaluation, analysis, comparison, calculation. In the process of the research, several partial tasks were performed: 1) analyzing the lean management system; 2) to describe the process and methods of implementing the lean concept; 3) to formulate specific recommendations regarding the application of lean management by the enterprise in the context of the introduction of new types of foreign economic activity. The goal of managers in the process of implementing a lean management system is to create a process of continuous elimination of losses, the elimination of any actions that use resources but do not create value for the end user. Constant reduction of losses is the main task of lean management. This concept is an effective tool and mechanism for cost control and continuous improvement of business processes. The basis of the concept of lean management is to generate product value for the end consumer at each stage of its creation. To analyze the emergence of value as a result of work, a map of the flow of value creation, which graphically describes the main processes of the company. Those processes that do not add value to the client should be excluded, because they waste the company's resources. One of the key factors in the success of the lean is the involvement of the maximum number of employees in the work to improve processes, because each employee in his workplace performs certain processes and he/she sees first of all what can be improved in the work process. In order to successfully implement a lean project, the following steps must be performed: – step 1 – creation of the statute; – step 2 – the value creation flow card and the scheme of ideas. The cost of implementing the lean management system itself is small compared to the results. The lean project does not require large investments in production. It is only necessary to take into account that the main benefit from the introduction of lean management is in the long run. The process of transitioning a company to the practice of lean can take an indefinite period of time. It all depends on the leadership, team, corporate culture. But remember, lean manufacturing is an endless process of improvement. It is impossible to complete the construction of a system of continuous improvement.

Interventions to facilitate interprofessional collaboration in the operating theatre: A scoping review.

Ineffective collaboration can increase adverse events in the operating theatre. When professionals work collaboratively, they are more likely to improve patient safety and outcomes. To identify interprofessional collaboration interventions involving operating theatre teams and describe their effect on facilitating communication, teamwork, and safety. A scoping review of four databases. Results were analysed by identifying interventions and mapping their related outcomes. Twenty studies evaluated single or multi-faceted interventions. Despite low-quality study designs (no randomised controlled trials), four interventions (eg: briefings, checklists, team training, debriefing) improved communication and teamwork, and enhanced safety outcomes. Only one study, using team training, reported that organisational level interventions (eg: Standard Operating Procedures, Lean quality improvement management system) improved teamwork and safety outcomes. Several studies reported interventions enhanced interprofessional collaboration within operating theatre teams. Although findings were in favour of improved communication and teamwork, more rigorous research is required.

Managing Through a Pandemic: A Daily Management System for COVID-19 Response and Recovery.

This study explored the use of a Lean daily management system (DMS) for COVID-19 response and recovery in U.S. hospitals and health systems. Originally developed in manufacturing, Lean is an evidence-based approach to quality and process improvement in healthcare. Although Lean has been studied in individual hospital units and outpatient practices, it has not been examined as a whole system response to crisis events. We conducted qualitative interviews with 46 executive leaders, clinical leaders, and frontline staff in four hospitals and health systems across the United States. We developed a semistructured interview guide to understand DMS implementation in these care delivery organizations. As interviews took place 6-8 months following the onset of the pandemic, a subset of our interview questions centered on DMS use to meet the demands of COVID-19. Based on a deductive approach to qualitative analysis, we identified clusters of themes that described how DMS facilitated rapid system response to the public health emergency. There were many important ways in which U.S. hospitals and health systems leveraged their DMS to address COVID-19 challenges. These included the use of tiered huddles to facilitate rapid communication, the creation of standard work for redeployed staff, and structured problem-solving to prioritize new areas for improvement. We also discovered ways that the pandemic itself affected DMS implementation in all organizations. COVID-19 universally created greater DMS visibility by opening lines of communication among leadership, strengthening measurement and accountability, and empowering staff to develop solutions at the front lines. Many lessons learned using DMS for crisis management will carry forward into COVID-19 recovery efforts. Lessons include expanding telehealth, reactivating incident command systems as needed, and efficiently coordinating resources amid potential future shortages. Overall, the Lean DMS functioned as a robust property that enabled quick organizational response to unpredictable events. Our findings on the use of DMS are consistent with organizational resilience that emphasizes collective sense-making and awareness of incident status, team decision-making, and frequent interaction and coordination. These features of resilience are supported by DMS practices such as tiered huddles for rapid information dissemination and alignment across organizational hierarchies. When used in conjunction with plan-do-study-act methodology, huddles provide teams with enhanced feedback that strengthens their ability to make changes as needed. Moreover, gaps between work-as-imagined (how work should be done) and work-as-done (how work is actually done) may be exacerbated in the initial chaos of emergency events but can be minimized through the development of standard work protocols. As a facilitator of resilience, the Lean DMS may be used in a variety of challenging situations to ensure high standards of care.