Lean Manufacturing Implementation Research Articles

The pathways to lean manufacturing for circular economy: Implications for sustainable development goals

Purpose This study aims to address the critical challenge of implementing lean manufacturing (LM) in emerging economies, where sustainability complexities on the production floor hinder production efficiency and the transition towards a circular economy (CE). Addressing a gap in existing research, the paper introduces a path analysis model to systematically identify, prioritize and overcome LM implementation barriers, aiming to enhance performance through strategic removal. Design/methodology/approach The authors used a mixed-method approach, combining empirical survey data with literature reviews to pinpoint key LM barriers. Using the grey-based Decision-Making Trial and Evaluation Laboratory (DEMATEL) along with the Network Knowledge (NK) method, they mapped causal relationships and barrier intensities. This formed the basis for developing a path simulation algorithm, integrating heuristic considerations for practical decision-making. Findings This analysis reveals that the primary barriers to LM adoption is the negative perception and inadequate understanding of lean tools and CE principles. The study provides a strategic framework for managers, offering new insights into barrier prioritization and overcoming strategies to facilitate successful LM adoption. Research limitations/implications This research provides a strategic pathway for overcoming LM implementation barriers, empowering managers in emerging economies to enhance sustainability and competitive advantage through LM and CE integration. It emphasizes the significance of structured barrier management in the manufacturing sector. Originality/value This research pioneers a systematic exploration of LM implementation barriers in the CE context, making a significant contribution to the literature. It identifies, evaluates barriers and proposes a practical model for overcoming them, enriching sustainable manufacturing practices in emerging markets.

Lean implementation barriers in the apparel industry in Bangladesh

Purpose In 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/approach This 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. Findings The 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/implications This paper could potentially limit the generalizability of this research, as it exclusively examines a single manufacturing sector – the apparel industry. Practical implications This paper will help practitioners in finding solutions to resolve discrepancies between current manufacturing practices and the LMS. Originality/value This 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.

A Review of Literature on Lean Manufacturing Tools and Implementation Based on Case Studies

This research focuses on reviewing the Lean Manufacturing (LM) implementation which is widely applied in the manufacture company to overcome or reduce waste. The aim of this article is to find out more about the influence on the industry sector. This research was developed by collecting research from indexed databanks of Scopus, Science direct, ResearchGate, etc. This review study is significant to identify the application of lean manufacturing in dealing with waste through implementation into several case studies. A total of 24 articles were selected, taking into account criteria such as keywords, article titles and publications of international publishers, which were selected through a systematic process. This study found that the application of lean manufacturing is a method that brings many advantages that work by minimizing losses and waste, and the Value Stream Mapping method is more often used as part of several Lean Manufacturing techniques to identify and analyze the occurrence of waste while providing solutions that lead to improvement. process and cost reduction.

A Pilot Study on Lean Practice Implementation according to the Sizes and Ages of the Companies

The purpose of this paper is to address the accompanying lean manufacturing implementation barrier in terms of the sizes and ages of the companies. The 148 wood and furniture companies in Kuala Lumpur and Selangor were selected for the pilot research determinations. Smaller companies account for slightly more than 80% of newly founded and expanding wood and furniture industries, with 60% implementing lean practices. The practical implications indicate that the Malaysian furniture sector will have a promising future, with the number of medium-sized plants anticipated to increase in the upcoming years due to the increase in new and emerging businesses.

Lean manufacturing implementation in the food industry in Jordan

Lean manufacturing implementation in the food industry in Jordan

Implementation of Lean Manufacturing to Improve Production Efficiency: A Case Study of Electrical and Electronic Company in Malaysia

The manufacturing industry plays a crucial role in the economy development of a country includes Malaysia. Lean manufacturing is a production method that aims to minimize waste and optimize efficiency in the manufacturing process.By applying lean manufacturing,it enablesa company topursues continuous improvement and integration of labor with a clear focus on value adding activities and elimination of waste. However, this concept is still not widely being applied by all type of company or limited in certain aspects only. This study aims to implement lean concept into a medium sized electronic company in Malaysianamed as Company ABC, particularlyto improve the efficiency of the production line. Company ABC is expanding its production line, thus looking forward to implement 8 Waste and VSM to improve the Line Balancing Rate and improve the line productivityfrom 1500 units/ week to 3000 units / week.The clarifications lead to this study is to understand, how the Implementation of Lean Manufacturing can help to improve the production line efficiency, what are the factors that causes producibility issues during design development stage and what are the area of improvement of the manufacturing line of Model X that could be enhanced and applied in this particular project. The goal of this study is to assess the contributionof Lean six sigmain the companyto increase the process line productivity and maximize the efficiency of the production process. Amodelwas developedto simulate the efficiency improvement of the production line after application of Lean Manufacturing.

Efficiency Unleashed: Lean Manufacturing Strategies in Analyzing the Plastic Packaging Production Process

The production process of plastic packaging plays a crucial role in modern manufacturing industries. PT. ABC, as a manufacturer of plastic packaging, strives to enhance production efficiency and productivity through the implementation of Lean Manufacturing methods. This study discusses the implementation of Lean Manufacturing within the plastic packaging production process at PT. ABC. The Lean Manufacturing methodology is employed to identify and reduce wasteful practices in the production process, aiming to enhance efficiency, quality, and customer satisfaction. The outcomes of this research provide insights into the impact of Lean Manufacturing implementation on optimizing the plastic packaging production process, yielding substantial benefits for the company and contributing to the development of a sustainable manufacturing industry. Consequently, this study holds the potential to make a valuable contribution to the field of Mechanical Engineering and General Engineering as a whole.

Implementation of ergonomics and lean manufacturing principles to improve work environment and performance of soccer ball production line

Value addition and performance improvement are important to deal with increasing local and global market competitiveness. Interventions and automation based on Lean and ergonomics principles have strong influence on performance improvement of the production systems. This study focuses on implementation of lean manufacturing and ergonomics principles to improve work environment and performance of the soccer manufacturing production line. Work visualization and value stream mapping (VSM) techniques were employed to identify the opportunities for improvements. Time of value and non-value-added activities is recorded using time study method. Working postures and associated risk factors are evaluated using Rapid Entire Body Assessment (REBA) method. Lean manufacturing principles are employed to minimize wastes and non-value added activities. Similarly, improvements in work environment are made through ergonomics interventions. Various models comprising different levels of lean and ergonomics interventions were evaluated through simulation before actual implementation. The results of the finalized model in terms of decrease in cycle time (8.64 to 7.018 seconds), increase in daily production (20505 to 24176 soccer balls), and improved work environment are evident of performance improvements in all aspects. The integration of lean and ergonomics principles leads to improve the productivity and working environment for workers in soccer ball manufacturing industry.

Human-related lean practices for manufacturing SMEs’ lean transformation: a systematic literature review

Purpose Demanding and highly competitive business environment has stimulated small and medium enterprises (SMEs) to restructure their manufacturing practices. Lean manufacturing (LM), a comprehensive alternative, is now being adopted, notably by manufacturing organizations, to increase business effectiveness and performance through a variety of lean approaches. Lean implementation, however, ran into a number of difficulties, which showed that non-technical factors such as human-related practices must also be integrated if lean is to be successful. This study aims to examine a thorough overview of the various human-related lean practices (HRLP) mentioned in recent literature and to determine which of them is more pertinent to a successful LM implementation in SMEs. Design/methodology/approach A total of 193 publications published in 45 journals between 2013 and 2023 and based on the 4 reputable publishers, namely, Science Direct, Emerald Online, Taylor and Francis and Springer Link, were gathered based on a systematic literature review of peer-reviewed journal articles in LM. Findings The amount of research on human resource management and lean management that has been conducted has increased dramatically during the past few years. The outcome of this study will offer a thorough analysis of soft lean practices found in the LM literature that manufacturing SMEs should take into account while implementing lean. Research limitations/implications The scope of this research is restricted to a survey of scholarly works using the terms “Lean manufacturing” or “Lean production” as well as “human” or “people” or “soft-lean practices” in the title. Furthermore, only works published in scholarly publications that have undergone peer review were included. Also, due to the authors’ linguistic restrictions, only English articles were used. The HRLP linked to a smooth lean transition are described in this research. Thus, it can be used to assist the production and human resource departments in raising an organization’s long-term performance. Originality/value The study gives researchers a better grasp of the direction the subject is taking and what gaps still exist, which aids them in focusing their research on HRLP in small- and medium-sized businesses.

Modelling the inhibitors of integrated sustainable lean manufacturing system in the South Indian SMEs using fuzzy logic

PurposeSmall and medium-scale enterprises (SMEs) that operate with modest financial investments and commodities face numerous challenges to remain in business. One major philosophy used by SMEs these days is the implementation of lean manufacturing to get solutions for various issues they encounter. But is lean getting sustained over time? The purpose of this research is to design a Sustainable Lean Performance Index (SLPI) to assess the sustainability of lean systems and to pinpoint the variables that might be present as potential lean system inhibitors which hinder the sustainability of leanness.Design/methodology/approachA multi-level sustainable lean performance model is constructed and presented based on the literature research, field investigation and survey conducted by administering a questionnaire. Fuzzy logic approach is used to analyse the multi-level model.FindingsSLPI for the SMEs is found using fuzzy logic approach. Additionally, the ranking score system is applied to categorise attributes into weak and strong categories. The performance of the current lean system is determined to be “fair” based on the Euclidean distance approach and the SLPI for SMEs.Research limitations/implicationsThis work is concentrated only in South India because of the country’s vast geographical area and rich and wide diversity in industrial culture of the nation. Hence, more work can be done incorporating the other parts of the country and can analyse the lean behaviour in a comparative manner.Practical implicationsThe generalised sustainable lean model analysed using fuzzy logic identifies the inhibitors and level of performance of SMEs in South India. This can be implemented to find out the level of performance in the SMEs after a deeper study and analysis around the SMEs of the country.OriginalityThe sustainable assessment of lean parameters in the SMEs of India is found to be very less in literature, and it lacks profundity. The model established in this study assesses the sustainability of the lean methodology adopted in SMEs by considering the lean and sustainability attributes along with enablers like technology, ethics, customer satisfaction and innovation with the aid of fuzzy logic.

Lean Manufacturing Implementation through Value Stream Mapping on Gold Products

The manufacturing process at UBPP Precious Metal Manufacturing Bureau involves many wasteful activities such as manual production records, lack of standardization and digitization, which can lead to lost time and non-conformities if something goes wrong. The purpose of the study is to identify and eliminate wastes in the manufacturing process using Value Stream Mapping (VSM) to achieve lean manufacturing. VSM approach to understand gold manufacturing mapped in the current state map and improvements applied to the future state map. The cycle time in the weight check, cleaning, press and engraving process for the gramasi variant is still above 7.2 seconds per pcs with a daily target of 9,000 pieces. Proposed improvements to eliminate waste such as equipment re-layout, rejuvenation of rolling equipment, punch, press, engraving can reduce cycle time below the targeted takt time.

Knowledge Sharing and Lean Manufacturing in Companies: An Empirical Investigation

Manufacturing companies seeking to be competitive in the market must, in particular, accomplish time saving through precisely planned production processes. One of the main routes to reaching higher production efficiency is Lean Manufacturing (LM) by way of the methods and tools that it brings. However, the key to successful implementation of LM is the employees’ approach to knowledge sharing, an essential component for continuous improvement. This paper is an empirical study whose purpose is to answer the following question: Is knowledge sharing more widely adopted (and if so, how exactly) by companies who have implemented Lean Manufacturing, compared to those who have not?As a result of literature studies, six types of knowledge sharing were identified, related to the way knowledge is shared (formal and informal knowledge sharing), knowledge sharing strategies (codification and personalization strategies) and the scope of knowledge that the company focuses on in its core business (broad and deep knowledge).The relation between the use of LM and knowledge sharing types was examined based on a questionnaire survey conducted among 219 small, medium and large manufacturing enterprises operating in North-West Poland. The data analysis was performed using the ANOVA and post hoc tests.The results demonstrated a significant correlation between the companies’ use of the Lean Manufacturing concept and certain types of knowledge sharing. In particular, it was observed that, compared to the other companies, the companies showing wider use of LM practiced formal ways of knowledge sharing, used the knowledge codification strategy, and were more focused on development and dissemination of broad rather than specialized knowledge. The results also demonstrated that the knowledge sharing approach adopted by the companies was largely determined by other approaches and management methods. It also means that the processes related to knowledge sharing are components of Lean Manufacturing solutions applied in practice.

Lean manufacturing implementation in iron and steel industries: effect of wastes management on the production costs

Purpose This study aims to improve the market competitiveness of iron and steel manufacturers in developing countries by reducing their production costs. Design/methodology/approach The research methodology relies on a case study-based approach. The study relies on six steps. The first is the preparation, then the five steps of the six-sigma – define, measure, analyze, improve, control. The qualitative and quantitative data were considered. The qualitative analysis relies on the experts’ judgment of internal status. The quantitative analysis uses the job floor data from three iron and steel manufacturers. After collecting, screening and analyzing the data, the root causes of the different wastes were identified that increase production costs. Consequently, lean manufacturing principles and tools are identified and prioritized using the decision-making trial and evaluation laboratory method, and then implemented to reduce the different types of waste. Findings The main wastes are related to inventory, time, quality and workforce. The lean tools were proposed with the implementation plan for the discovered root causes. The performance was monitored during and after the implementation of the lean initiatives in one of the three companies. The obtained results showed an increase in some performance indicators such as throughput (70.6%), revenue from by-products (459%), inventory turnover (54%), operation availability (45%), and plant availability (41%). On the other hand, results showed a decrease of time delay (78%), man-hour/ton (52.4%) and downgraded products (63.3%). Practical implications The current case study findings can be utilized by Iron and Steel factories at the developing countries. In addition, the proposed lean implementation methodology can be adopted for any other industries. Social implications The current work introduces an original and practical road map to implement the lean six-sigma body of knowledge in the iron and steel manufacturers. Originality/value This work introduces an effective and practical case study-based approach to implementing the lean six-sigma body of knowledge in the iron and steel manufacturers in one of the underdevelopment countries. The consideration of the opinion of the different engineers from different sectors shows significant identification of the major problems in the manufacturing and utility sectors that lead to significant performance improvement after solving them.

An integrated approach to explore the barriers to lean manufacturing in the context of the COVID-19 pandemic: implications for sustainability

PurposeThe apparel industry of Bangladesh is rethinking lean manufacturing (LM) deployment because of the challenges imposed by the COVID-19 pandemic. Due to COVID-19, LM implementation in the apparel industry has become more difficult. Thus, the purpose of this study is to explore the barriers to implementing LM practices in the apparel industry of Bangladesh in the context of COVID-19 pandemic.Design/methodology/approachFor evaluating the barriers, an integrated framework that combines the Delphi method and fuzzy total interpretive structural modeling (TISM) has been designed. The application of fuzzy TISM has resulted in a structured hierarchical relationship model of the barriers with driving and driven power.FindingsThe findings reveal that “lack of synchronization of lean planning with strategic planning”, “lack of proper understanding of lean concept” and “low priority from the top management” are the three top most important barriers of LM implementation in apparel industry.Practical implicationsThese findings will help the apparel industry to formulate strategy for implementing the LM practices successfully. The proposed model is expected to contribute to the sustainable development goals (SDGs) such as Responsible Consumption and Production (SDG 12); Decent Work and Economic Growth (SDG 8); Industry, Innovation and Infrastructure (SDG 9) via resilient strategies.Originality/valueThis study is one of few initial efforts to investigate LM implementation barriers during the COVID-19 epidemic in a real-world setting.

LEAN CULTURE FOR A SUCCESSFUL LEAN MANUFACTURING IMPLEMENTATION: AN EMPIRICAL EVIDENCE FROM MALAYSIAN MANUFACTURING INDUSTRY

Although lean has gained many accomplishments, 90% of the manufacturers that implemented lean failed to sustain the implementation, and these results have led academics to consider lean culture as a soft lean approach for successful lean implementation. This research is aimed to investigate the role of lean culture for a successful lean implementation. This survey-based was a cross-sectional study with 151 final respondents from discrete manufacturers in Malaysia. The samples were selected using a cluster sampling procedure from medium and large manufacturing companies registered with the Federation of Manufacturers Malaysia (FMM). The data was analyzed using SmartPLS 4.0 software. The result showed evidence that lean manufacturing implementation is positively impacted by lean culture. This study contributes to the body of knowledge and widens the bounds of the current literature, and offers insight to the lean practitioners on lean implementation techniques to strategize the roadmap and assure continuous execution by considering the role of lean culture.

Implementation of lean manufacturing practices and six-sigma among Malaysian manufacturing SMEs: intention to implement IR 4.0 technologies

PurposeIn this paper, the implementation of lean manufacturing and six sigma practices among Malaysian manufacturing SMEs toward achieving sustainable performance was investigated. Furthermore, intention to implement IR 4.0 technologies among manufacturing SMEs was also examined.Design/methodology/approachThe primary data were collected from 120 manufacturing SMEs across Malaysia using organization as the unit of analysis. The data were collected using the six-point Likert scale questionnaire.FindingsBased on research findings, about 86% Malaysian manufacturing SMEs implement 6s. Nevertheless, lean and 6s has an influence on sustainable performance among Malaysian manufacturing SMEs. Only about 32.5% Malaysian manufacturing SMEs have the intention to implement IR 4.0 technologies. This study results imply that IR 4.0 technologies implementation among Malaysian manufacturing SMEs are still at infant stage though lean and 6s concept is known by the manufacturing SMEs.Research limitations/implicationsThis study has implications for future researchers to explore application of IR 4.0 technologies among manufacturing SMEs. Therefore, there is need to create awareness about the application of IR 4.0 technologies suitable for manufacturing SMEs in order to remain sustainable for local and foreign competitors. From the perspective of system theory, there is an interconnection network across each department in a whole system. More so, sustainable performance can continuously change and improve the system in any organization.Practical implicationsFrom the view of SMEs policy makers, this study should be use to encourage SMEs to adopt technologically inclined practices. Accordingly, this research recommends government bodies to help support the implementation of sustainable practices due to their sizes and inadequate resources involved. Therefore, the role of government in providing suitable policies that could be beneficial to manufacturing SMEs toward achieving sustainable practices cannot be overlooked. Through proper government support, Malaysian manufacturing SMEs will be able to survive both locally and internationally and also gain competitive advantage.Originality/valueThe main contribution of this paper includes integrated effect of lean manufacturing practices and six sigma implementation among manufacturing SMEs and prioritizing implementation of IR 4.0 technologies to be executed by manufacturing SMEs.

An Empirical Study of the Implementation of an Integrated Ergo-Green-Lean Framework: A Case Study

The implementation of lean manufacturing to increase productivity often neglects the impact on the environment and the well-being of employees. This can result in negative consequences such as environmental harm and poor employee satisfaction. To address this issue, an integrated ergo-green-lean conceptual model was developed in the literature. However, no case study has been conducted to support this model. Therefore, this research aims to investigate the practical outcomes of implementing the integrated framework in an automobile parts industry. Key performance indicators (KPIs) were identified, including ergonomic risk score, job satisfaction, carbon footprint emission both from direct energy consumption and material wastage, cycle time, lead time, die setup time, and rejection rate. Various assessment techniques were employed, such as the rapid entire body assessment (REBA) with the Standard Nordic Questionnaire (SNQ), job stress survey, carbon footprint analysis (CFA), and value stream mapping (VSM) to evaluate the KPIs at the pre- and post-intervention phases. The results demonstrate significant improvements in job satisfaction (49%), improved REBA score of 10 postures with very high risk numbers by 100%, a 30.3% and 19.2% decrease in carbon emissions from energy consumption and material wastage, respectively, a 45% decrease in rejection rate at the customer end, a 32.5% decrease in in-house rejection rate, a 15.5% decrease in cycle time, a 34.9% decrease in lead time, and a 21% decrease in die setup time. A Python regression model utilizing sklearn, pandas, and numpy was created to assess the relationship between process improvement and the chosen KPIs.

Implementation of Total Productive Maintenance and Lean Manufacturing in the Pharmaceutical Industry: An Empirical Study

This study aimed to determine the relationship between the implementation of total productive maintenance and lean manufacturing on overall equipment effectiveness at PT Kimia Farma Tbk Plant Banjaran. This research design is quantitative, with multiple linear regression methods to determine the independent variable on the dependent variable. Data was collected by giving questionnaires directly to respondents. This study's results show a positive and significant relationship between the Total Productive Maintenance program and the Overall Equipment Effectiveness measured at PT Kimia Farma Tbk Plant Banjaran. A positive and meaningful relationship exists between the Lean Manufacturing program and the Overall Equipment Effectiveness measured at PT Kimia Farma Tbk Plant Banjaran. TPM is one of LM's tools in terms of equipment, apart from other tools that measure process aspects such as Standard Work, 5S, VSM, JIT, Line Balancing, and SMED. A positive, simultaneous, and significant relationship exists between the combination of Total Productive Maintenance and Lean Manufacturing programs on Overall Equipment Effectiveness as measured at PT Kimia Farma Tbk Plant Banjaran. The combination of a good TPM and LM program directly causes an increase in the effectiveness and efficiency of the production process. It reduces the occurrence of production defects so that OEE also increases.

Egyptian shipyard partial lean manufacturing implementation

Egyptian shipyard partial lean manufacturing implementation