Lean Manufacturing Model Research Articles

Lean Manufacturing and Process Optimization : Enhancing Efficiency in Modern Production

This comprehensive article explores the transformative impact of lean manufacturing and process optimization in modern industrial settings. It delves into these methodologies' principles, tools, and benefits, highlighting their crucial role in enhancing operational efficiency, reducing costs, and improving product quality. The article presents key statistics and case studies, including Japanese automotive manufacturer's benchmark lean manufacturing model, to demonstrate the significant improvements in productivity, quality, and cost-effectiveness achieved through these approaches. It also discusses the implementation strategies for lean and process optimization, emphasizing the importance of leadership commitment, employee training, and technology integration. Integrating Industry 4.0 technologies with lean principles, termed Lean 4.0, is introduced as the next frontier in operational excellence.

The need of development a philosophy of organization in the hospitality industry

The article examines the phenomenon of the philosophy of the organization, its main elements, conceptual features of the development of the philosophy of the organization and its implementation in practice in the context of the 14 principles of E. Deming and the lean manufacturing model on the examples of well-known companies such as Hewlett-Packard and Toyota

The response of the Irish pharmaceutical manufacturing sector to the COVID-19 pandemic with a focus on Lean and JIT.

Just in Time (JIT) and Lean manufacturing are concepts that originated in the automotive industry and were then adopted by pharmaceutical and biopharmaceutical companies during the 1990s. However, the Covid-19 pandemic and the urgent demand for pharmaceutical treatment challenged JIT and Lean manufacturing processes. Production of Covid-19-related medicines increased, putting pressure on global supply chains and operations. This also hindered the production of medicines using the same or similar materials. Thus, questions are raised concerning JIT and Lean supply chains in the pharmaceutical industry. The present study aimed to explore (1) if material and supply constraints occurred due to the Covid-19 pandemic, (2) how companies were impacted and managed and (3) if changes are required to future proof the JIT supply chain approach for future global events. A mixed-method cross-sectional survey design was used and focused on material supply, qualification and validation in Irish pharmaceutical manufacturing sites. Employees working in the Irish pharmaceutical manufacturing industry were recruited using convenience sampling through online advertisement using the social media platform 'LinkedIn'. Quantitative data was analysed using percentages and qualitative data from free-text responses were used to add context to the quantitative survey questions. A total of 41 participants were recruited. The results suggested that the pandemic had a negative effect on material availability according to 81% of participants. This translated to delays or stoppage of production activity and was mainly handled by sourcing new materials (70%). To cope with future global crises, 60% of participants recommended more flexibility in future validation processes while 78% of participants acknowledged the importance of validating additional suppliers. A hybrid model of manufacturing and supply chain management was also a preferred approach to exclusive Lean and JIT (42%). The production of non-Covid-19 medicines was adversely affected by the Covid-19 pandemic, but the pharmaceutical industry in Ireland demonstrated resilience and collaboration in response to these challenges. This study suggests that the JIT and Lean manufacturing model should be adjusted to ensure medicine supply chains are not disrupted during future global events.

Lean manufacturing and sustainable development in the urban markets of City of Riobamba, Province Chimborazo, Ecuador

In the policies and practices of environmental sustainability involves the marketing process, the objective of the research is to identify the practices of Lean Manufacturing in and sustainable development in 12 cadastralized markets in the Decentralized Autonomous Government of the Municipality of the canton Riobamba in the different sections (fruits, vegetables, vegetables, meat, among others), the population of 4,498 traders of the markets in the urban area Riobamba, Province of Chimborazo. The lean manufacturing model and the Five "S" tool were applied: i) environmental protection and waste management; ii) creation and maintenance of clean and safe work areas; iii) training and dissemination; iv) self-regulation processes; and v) application of good food handling practices (GMP). The descriptive, field and documentary research, the sample was applied to 380 traders. The results indicate that there are limitations in the marketing systems that make it impossible to participate competitively and effectively in the markets. It is concluded that the Five "S" allow improving the quality/product through GMPs, which guarantee safety, reduce biological risks, and avoid Food Transmitted Diseases (FBD), promote a positive perception of the markets and in this way contribute to transform and promote sustainability.

Lean Manufacturing Structural Model for Improving Operational Performance of Diverse Industries

The benefits of employing Lean Manufacturing (LM) on industrial organizational performance is still an ongoing debate. This paper aims to explore the impact of implementing LM techniques on operational performance across different industries in Saudi Arabia. A structural LM model that is consistent with the Toyota Production System (TPS) was presented. For data collection in established companies a structured survey was used. Of the 120 companies contacted, 67 useful responses imply a response rate of 55.8 % were obtained. The structural and operational models have been evaluated using the Social Sciences Statistics Program (SPSS) and SmartPLS 3. The results showed that by implementing the specified LM tools, the operational performance can be enhanced.

SCRUTINIZING THE IMPACT OF ESSENTIAL LEAN METHODS ON SUSTAINABLE PERFORMANCE IN MALAYSIAN MANUFACTURING FIRMS

Despite the fact that Malaysian manufacturing firms have implemented lean manufacturing principles to reduce resource waste and focus on customer demand, they still lack statistically validated lean manufacturing models to guide them in enhancing the sustainability of their businesses. This paper conducts empirical research of the multi-dimensionality of essential Lean Manufacturing (LM) methods (i.e., Total Productive Maintenance (TPM), Continuous Improvement (CI), and Just-In-Time (JIT)) and their association with sustainable performance (SP). 69 of 121 respondents’ usable surveys were collected from manufacturing sectors that are recognised by the Negeri Sembilan Investment Centre (NSIC). They are made up of small, medium, and large businesses. The structural relationship of constructs was validated using the Structural Equation Modelling (SEM). For direct linkages between LM Methods with Sustainable Performance, the JIT is the most significant determinant, and for the inter-relationship between LM Methods, the Continuous Improvement and TPM, both were significantly inter-connected, depend on one another. In terms of LM implementation, the developed model contributes to the well-being and comprehension of practitioners engaged in top management. Sustainable indicators for manufacturing organization decision makers to ensure that the LM implementation is compatible with the sustainability impact.

REVIEW LEAN MANUFACTURING MODEL OF PRODUCTION MANAGEMENT UNDER THE PREVENTIVE MAINTENANCE APPROACH TO IMPROVE EFFICIENCY IN PLASTICS INDUSTRY SMES: A CASE STUDY

Failure to deliver orders because of low production capacity is one of the main problems faced by companies in the plastics sector. This has repercussions, creating customer dissatisfaction and directly affecting profits by increasing production costs. Among the main causes of these problems is production downtime, which is caused by high set-up times and machine failures during the production process. To solve these problems, a lean manufacturing model is proposed that includes 5S, SMED (Single Minute Exchange of Die), TPM (Total Productive Maintenance), and Jidoka tools. This model was validated in a company dedicated to the production of plastics by injection moulding, which resulted in an increase in OEE (Overall Equipment Effectiveness) of 13 per cent and a reduction in set-up times of 48 per cent. Keywords Lean Manufacturing; Efficiency; Plastic Industry; Preventive Maintenance; SME

Production Planning through Lean Manufacturing and Mixed Integer Linear Programming

Production planning is one of the most important administrative decisions a company can make, as it involves achieving the lead times set by the customers while taking advantage of the resources the organization has. Over time, different strategies using mathematical models have been implemented in production planning, aimed at finding the best solution for optimizing the available resources. In recent years companies throughout the world have successfullly implemented Lean Manufacturing, aimed at improving their production processes and eliminating everything that does not add value to the product. This article exemplifies a new strategy for production planning, using basic concepts from Lean Manufacturing and mixed integer linear programming models by stages. We took a women’s footwear factory in the city of León, Guanajuato, México, as a case study. The results show that it is possible to get planning that optimizes the organization’s resources and shortens the products’ lead times by shrinking inventories, from a Lean Manufacturing perspective.

Assembly line design using a hybrid approach of lean manufacturing and balancing models

ABSTRACTThis manuscript presents a method to design automotive production assembly lines that integrate lean manufacturing approaches and line balancing algorithms. In this work, we develop a clustering algorithm and task mutuality index for the assembly tasks to redesign and rebalance an assembly production line with a fixed layout and machinery. Moreover, we consider the product demand variability and the introduction of new product models. This paper describes the current and the future states of an automotive engines assembly production line using quantitative performance parameters and assembly tasks content flow charting, along with the analysis and results obtained from the proposed approach. The results show a reduction in required modeling and optimization efforts and a reduction in the required time to generate a feasible redesign of an assembly line while reaching the required takt time based on the demand forecast.

Application of lean manufacturing practices in the banking industry - a case study

Due to the highly competitive nature of service industries, lean manufacturing intervened service sector as a methodology to reduce waste and improve productivity. Among various service industries, banking sector was selected for the study due to the highly customer centric nature, product complexity and increased transactional work volume persisting. Study was focused on implementing lean manufacturing practices in banking industries for which different lean enablers existing in banking sector were explored from a detailed field study conducted among various banks. A modified lean implementation model for banking industry was designed from literature survey and field study conducted. Analytic hierarchy process was executed among the different enablers and sub-enablers of lean model to obtain the priority percentage of each. Based on priority percentage from AHP the lean manufacturing model was implemented in one of the branches of a private sector bank. A few performance indicators were identified, observed and analysed from the period of implementation. Various performance indicators including productivity index and customer satisfaction index of the bank was calculated and improvements were achieved, which helped the private banking branch to perform better in the current global competitive market.

Lean manufacturing implementation: bibliometric analysis 2007–2018

In order to preserve competitiveness in their markets, organizations seek incessantly tools to help them manage their activities. To identify scientific production related to lean manufacturing implementation in organizations. This study was undertaken through bibliometric analysis using metadata extracted from two different scientific databases: Web of Science and Scopus, in the period from 2007 to 2018. The literature trend lies in the barriers faced by lean manufacturing implementation, in framework development to support implementation, and in model building to evaluate what has been done. The contribution of this work is in the opportunity to suggest of a knowledge repository to support lean manufacturing projects. The authors’ main discussions are related to lean manufacturing models, and the lack of sharing experiences acquired by employees during the deployment process.

Design on Conceptual Model for Continuation of Lean Manufacturing Implementation in Wood Processing Factory using Soft System Methodology.

Wood Industry nowadays require productivity improvement to handle gap between customer demand for good quality product with reasonable prices, while factory owners always expect profit making and business continuity. Problem facing wood processing factory is incapability to implement Lean Manufacturing (LM) continuously for performance achievement. This research has objective to set up conceptual model of LM using Soft System Methodology (SSM). Field investigation of 8 (eight) factories in Java found that only 25 percent successfully execute LM Regularly. Using Purposively Activities Model (PAM) as results of constructing rich picture and root definition; this research conclude that key success factor of LM implementation is top and middle management commitment. Those are needed to support LM concept in technical training, LM culture witch is safety, quality and kaizen; as well as encourage employees participation with infrastructure production. Strategic efforts must be done through effective communication with multimedia. Furthermore, appropriate LM Model should be selected according to company condition.

Method for performance measurement of car companies from a stability-value leverage perspective

PurposeToday, most of the car manufacturers world-wide have embraced the principles of lean manufacturing on strategic and operational level. On strategic level car companies like Toyota (Womack et al., 1990) shifted 63 per cent of the value of the car towards the first, second and third tier suppliers for the co-production and co-development of cars as an effect of lean implementation. However, lean implementation was also followed by for instance Ford and GM in the USA, the latter company faced a sudden disruption in 2009 due to the break-out of the financial crisis in 2008, while Ford survived. Could this be foreseen? The exclusive use of (classic) financial performance indicators may give a false image of a company’s current and future performance. There is a need for a model to identify “the stars and the laggards’ regarding car companies by taking into account non-financial and intangible dimensions as advocated by Neely et al. (2003) regarding the third generation of business performance measurement systems. The purpose of this paper is therefor to propose a method to measure and benchmark car company performance which includes the non-financial R&D dimension as well as supply chain, value creating and employee dimensions. These dimensions are present in the value leverage model (van Blokland et al., 2012a, 2012b) which can serve as a basis for this method. The aim is to contribute to the third generation business performance measurement systems by further development of the value leverage model towards a maturity model for benchmarking car company performance. The proposed method can provide a big picture and give insight regarding company performance and direction of the performance.Design/methodology/approachValue leverage can be measured by a correlation analysis regarding three dimensions, namely, supply chain, R&D and value creation, all relative to the employee or capita which results in the average value leverage (AVL) factor. This AVL factor can be used to compose a combined relative and absolute ranking. The score regarding the AVL results in a relative ranking expressing the level of stability regarding the car companies value chain and system. For the absolute ranking the car companies receive per variable parameter a score according to their absolute performance relative to the other car companies. The relative and absolute ranking are presented on the vertical and horizontal axes forming a matrix. The matrix is the basis for the stability-value leverage maturity model for measuring and benchmarking company performance. With the proposed method, the following main research question can be answered: “How can company performance be measured and benchmarked from a stability-value leverage perspective?”.FindingsWith the proposed method, stability-value leverage performance can be measured. The relative ranking on the vertical axis and the absolute ranking form together a matrix which is presented by a scatterplot. A matrix with four maturity levels emerged from the analysis by introducing the average score of all the car companies together in the data set crossing the matrix vertical and horizontal. The four levels are as follows: Level I, low stability – low value leverage; Level II, low stability – high value leverage; Level III, high stability – low value leverage; and Level IV, high stability – high value leverage. Stability-value leverage performance of car companies can be measured over time which makes it possible to observe to which direction the car company migrates for instance from Level I to Level III, before and after the financial crises in 2008. The car companies BMW, Daimler, Audi, Ford and Honda are the best performing companies in stability-value leverage over the period 2000-2014, as they are situated at Level IV. With the findings, the main research question can be answered. The value leverage indicators can be used for measuring and benchmarking company performance regarding four maturity levels of stability and value leverage. The direction of performance can be observed as well.Research/limitations/implicationsThis research is limited to the car industry. Further research is devised to test the indicators for instance on the truck manufacturing industry. Further research towards new variables is part of the ongoing research.Practical/implicationsWith the value leverage maturity model, it is possible to inform stakeholders about stability, value leverage and value creation capability of car companies. Weak performing companies can be identified in an early stage with this method to anticipate for instance on possible discontinuation of a car company effecting in merger an acquisition processes.Social/implicationsWith the method stakeholders such as employees, users of cars and investors can be informed about how and why car companies perform in an unstable or stable manner.Originality/valueThis research towards ranking and classification of car companies aligns with theories regarding lean manufacturing and maturity models, as these models are used to compare companies on their level of perfection or excellence.

ANÁLISE DA ADOÇÃO DO LEAN MANUFACTURING NA GESTÃO DE PROJETOS DE TECNOLOGIA DA INFORMAÇÃO: Estudo de Caso em uma Multinacional desse Segmento

Este artigo, parte de uma dissertação de mestrado, apresenta um estudo sobre gestão ágil de projetos por meio do modelo Lean Manufacturing da Toyota. A resistência conservadora que visa à utilização de modelos tradicionais de gestão cria uma barreira psicológica que impede a proliferação da filosofia ágil e a mudança cultural dentro da organização. Nos últimos anos, os modelos ágeis ganharam espaço e encontraram um habitat natural de crescimento no mercado de TI. Em especial, destaca-se a metodologia de gestão ágil do Lean Manufacturing que há mais de quinze anos está transformando a maneira como empresas trabalham pelo mundo, tornando-as mais competitivas, flexíveis e estruturadas.

Management Concepts and the Navigation of Interessement Devices: The Key Role of Interessement Devices in the Creation of Agency and the Enablement of Organizational Change

ABSTRACTManagement concepts are increasingly defining the way we perceive the needs, possibilities and potential outcomes of organizational change. While management concepts such as business process reengineering (BPR), lean manufacturing and stage gate models have been subject to study and debate, key concerns centre on outcomes (or the lack thereof) and the translation of concepts as they are spread and adopted. However, their role in shaping actual organizational change is poorly understood. Very little has been said about how management concepts are used in organizations, and what managers actually do with them. In this paper, we argue that the effectiveness of management concepts would benefit from being understood as part of a network of configurators for organizational change. To this end, we analyse two empirical cases of management concept implementation (i.e. BPR and the 80/20 Pareto principle) and how the concepts configured change in mutual learning processes characterized by conflict, trial and error. This paper contributes to a new understanding of the role of management concepts in change informed by actor-network theory and the concept of interessement devices, and how management concepts configure schemes of network interactions in the hands of key actors.

La fabbrica processiva. Una realistica profezia di impresa efficiente e socialmente responsabile

This article analyses some distinctive features of the enterprise processive model, developed by Luciano Gallino on the basis of empirical research work in Olivetti in the 60s. Then examines the elements of discontinuity between this model and the taylorist model and differentiation with the lean manufacturing model. It emphasizes the anticipatory character of Gallino proposal in the debate about overcoming the Taylor-Ford model limits. Finally, it focuses on the reasons that led to oblivion of the proposal of the processive enterprise.

A comparative evaluation of contemporary models for lean manufacturing practices

Lean manufacturing (LM) is a thought developed in Toyota, thus, there is lack of studies on whether the implementation of LM is appropriate for different enterprises because of differences in organisational and social culture and labour. This paper critically analyses 11 contemporary models for LM in an attempt to find a unified model that can be applied by enterprises. In the literature models have a tendency to focus only on few single components. However, different enterprises use diverse dimensions and models for measuring LM. It aims to review the various LM models prevailing in the contemporary research papers along with presentation of an in-depth analysis exploring the similar and dissimilar aspects. The LM models adopted by different enterprises are quite diverse as revealed through this investigation. The outcome of this study produced a matrix comprising conjoint 98 elements linked with LM 11 models. These represent soft and hard LM elements found in the literature.

Lean Manufacturing Implementation in a Gear Shaft Manufacturing Company Using Value Stream Mapping

Nowadays, Lean manufacturing application is reported for manufacturers in global level.Those reports have exposed that this application has enabled the companies to become competitivethrough the elimination of wastes while producing products and offering services. Various tools like5S, Poka Yoke, Kaizen, Kanban, JIT, etc have been used while implementing lean manufacturingmodel in various types of organization. Recently, both researchers and practitioners have found thatValue Stream Mapping (VSM) technique serves as a powerful vehicle in enabling organizations toimplement lean manufacturing model. Meanwhile, it is found that lean manufacturing model is yet tobe applied in the case of certain manufacturing products. One among those products is gear shaft. Inthis background the theoretical proposition of implementing lean manufacturing model in the case ofmanufacturing a gear shaft has been investigated in this article.

Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy

There is a growing need for operations management models that contribute to the continuous improvement of company processes, among them we highlight lean manufacturing, Six Sigma and, more recently, Lean Six Sigma (LSS). This article aims (1) to identify and analyse the differences and complementarities in the production decision areas for each one of the three models; (2) to identify the competitive priorities that lead to the best performance as a result of policies followed in the decision areas as a result of the adopted model. First, a theoretical conceptual model was developed based on a review of the literature, followed by a exploratory research questions applied to manufacturing companies that use the lean, Six Sigma or LSS manufacturing models in southern Brazil. The main results show that there are differences in the models in relation to the importance of the decision areas and the performance achieved in the competitive priorities. Individually, lean manufacturing, Six Sigma and LSS have varying degrees of importance in the Facilities, Vertical Integration and Production Planning and Control decision areas. The performance dimensions with the best performance are speed, quality, reliability and cost.

Knowledge Capture, Cross Boundary Communication and Early Validation with Dynamic A3 Architectures

AbstractUnderstanding and extracting systems information is a time consuming, demanding and expensive process. Complicating factors are cross‐boundary communication methods and tools. We combine an informal and formal systems engineering method; Lean manufacturing principles and Model Based systems Engineering (MBSE) resulting in Dynamic A3 architecture. Dynamic A3 Architecture is a hierarchy of overviews from super‐system to sub‐system that the reader can navigate through active links. We applied the method to a lube oil system of a gas turbine package. We found that Dynamic A3 Architecture can ease internal and cross boundary communication, train new employees, facilitate knowledge capture, and share common understanding of the “system of interest”. A functional sequence diagram, which is a hybrid of a state and functional diagram, can assist in early validation of process applications.