Lean Manufacturing Strategies Research Articles

Modeling and simulation: A comparative and systematic statistical review

Modeling and simulation took a considerable part of both professional and educational fields during the past few years. With the emergence of new technologies, several modeling and simulation tools, languages and softwares were developed in different areas, and are even introduced in the educational program, which can only prove their importance, especially when it comes to decision-making process. Both concepts also took part of the industry 4.0 paradigm and can be used to test and validate the digital technologies to facilitate their implementation. This variety of modeling and simulation solutions lead us to the following challenging question: which solution to adopt for which case study?The purpose of this article is to set a list of the different modeling and simulation tools, languages and softwares through a statistical literature review, focusing on the industrial field, precisely when it comes to production flow optimization and waste elimination in accordance with lean manufacturing strategy, to determine the pros and cons of each modeling and simulation solution and therefore serve as a referential for companies to identify the best match to their need.

A Review of Sustainable Total Productive Maintenance (STPM)

Sustainable Total Productive Maintenance (STPM) arose in 2021 as a promising, new concept to fill the lack of sustainability in Total Productive Maintenance (TPM) and allow companies to overcome its implementation barriers. It revolves around increasing the understanding of the systems approach and contributing to setting contemporary companies’ sustainable ideology by supporting orientation toward sustainability from a sustainable maintenance perspective. However, STPM is still in its infancy and is viewed as a complement to the traditional TPM approach and is based on its pillars. Moreover, there is still a dearth of literature discussing STPM. This study aims to present STPM as a novel substitute for TPM while building its unique mechanism based on re-engineered fourth generation management (R4thGM). To pursue such a goal, 94 papers from Scopus, Web of Science, and Science Direct databases published in 2008–2023 were reviewed. This study’s novelty comes from presenting STPM as the best-suited lean manufacturing and sustainability strategy for enhancing sustainable maintenance, encouraging contemporary maintenance (i.e., Industry 4.0 technology-based sustainable maintenance), and supporting second-era contemporary companies’ orientation toward sustainability. Furthermore, based on recent studies, propositions are formulated to achieve STPM. Finally, research implications and future directions are presented.

Implementasi Lean Manufacturing Untuk Mengurangi Waste Pada Proses Produksi Sirup Markisa

Improving the quality of the production process is something that is needed by an industry. However, this will not happen if there is still waste in the production process. With a lean manufacturing strategy, companies are able to identify the types of waste that occur in the production process so that the waste that occurs can be eliminated. Waste is identified with seven wastes using the Waste Assessment Model (WAM), then detailed mapping is carried out with Value Stream Analysis Tools (VALSAT) and the root cause of the problem is analyzed with Fishbone. The results showed that the waste in the production process was a waste defect of 16.49%, the second rank was waste transportation of 16.36%, and the third rank was waste process of 14.82%. After the Fishbone analysis was carried out, we obtained suggestions for improvements to each waste which could reduce waste in the production process, from the normal time of 484 minutes for one production process to be reduced by 69 minutes

Lean management technologies to optimize COVID-19 vaccination
 in adults

Introduction. Lean process improvements are needed to meet the increased adult demand for COVID-19 vaccinations.
 The purpose of the study is to develop interventions to improve adult vaccination against COVID-19 based on lean manufacturing strategies.
 Material and methods. We conducted 200 timings of the COVID-19 vaccination process and surveyed 200 vaccinated people. The time of the process, the time of creation of the value stream was calculated, production losses were analyzed. 
 Results. After optimizing the COVID-19 vaccination process, the process time decreased by 2.3 times (from 5474.3 ± 127.3 to 2354.6 ± 22.5 sec; p < 0.01). The time for the prophylactic vaccination against COVID-19 in the vaccination room was reduced by 3 times (from 600.6 ± 23.3 to 181.3 ± 25.6 sec; p < 0.01). Production losses in the form of overproduction, excessive data processing, and unnecessary movements are excluded from the activities of the doctor and the nurse at the vaccination room. The time to value stream creation during vaccination increased from 68% to 97% (p < 0.01).
 Limitations. The research materials are limited to the results of scientific research of the North-Western State Medical University named after I.I. Mechnikov received over 2021.
 Conclusion. The use of lean manufacturing technologies made it possible to identify the nature of production losses and analyze the causes of their occurrence in the process of vaccination of the adult population against COVID-19. The organizational measures taken in the form of patient flow management, standardization of work processes, redistribution of functional responsibilities, elimination of production losses contributed to a significant increase in the throughput of the vaccination room in the context of the COVID-19 pandemic.

Process improvement and efficiency analysis using the Single‐Minute Exchange of Dies method applied to the set‐up and operation of screen‐printing machines

AbstractLean manufacturing methods are concerned with simplifying the production process and thus maximising efficiency and minimising wastage. All production processes contain several steps, which include sub‐steps such as cleaning and changing devices and preparing the production areas for later steps. Most of these sub‐steps require that machines are stopped and therefore they must be performed as quickly as possible. This downtime causes a decrease in efficiency, while increasing the costs and production time. Single‐Minute Exchange of Dies (SMED) is a lean manufacturing strategy that has been applied successfully in many sectors to minimise excessive downtime. In this study, the SMED technique is applied in a textile screen‐printing company for the case of changing the screens between each design. The steps are evaluated and designated as either external steps, which are performed without downtime, or internal steps, which take place during downtime. The number of external steps is increased while being decreased for internal steps. Also, the production time decreased by 54% and a 32% increase in efficiency was achieved during the screen‐printing production of a sample t‐shirt.

Lean manufacturing practices for operational and business performance: A PLS-SEM modeling analysis

Objective The main objective of the study is to empirically investigate the influence of lean manufacturing (LM) practices on the operational and business performance of manufacturing companies in Oman. Methods Empirical data on LM practices and performance were collected using a self-administered structured survey questionnaire and the sampling frame was manufacturing companies in Oman. In total 300 questionnaires were distributed among 185 companies and a total of 107 with a response rate of 35.6 percent. Findings The statistical analysis obtained from structural equation modeling found that lean manufacturing practices can explain operational performance, however, were unable to benefit overall business performance. Out of eight LM practices considered, small-lot production and quick setups were found to be the most adopted practices in manufacturing companies. Novelty Even though LM has become a fundamental aspect of industrial manufacturing processes; little is known about its impact on performance. This study adds value to the literature by examining the key LM practices-performance relationships within the manufacturing companies in Oman. These findings have significant implications for improving manufacturing organizations' operational and business performance through lean manufacturing strategies.

Sustainable Manufacturing through Systematic Reduction in Cycle Time

The lean manufacturing strategy is used to eliminate waste, improve quality, reduce time and costs, and enhance operational efficiency. This paper explores the method of systematic cycle time reduction for sustainability (environmental, social, and economic) through the lens of the theory of constraints. This paper uses a case study method in support of a developed method of systematic cycle time reduction. The findings suggest that reduction in cycle time results in improved sustainability performance. Results also demonstrate that sustainability performance can be improved with low investment and without compromising working conditions of any manufacturing operation.

Implementation of 5S in a plastic bag manufacturing industry: A case study

Two of the eight wastes included in the lean manufacturing concept are ‘Waiting’ and ‘Motion’. They waste precious operating time and slow down the manufacturing cycle. The major purpose of this study is to use 5S, a lean manufacturing strategy, for reducing these two wastes. The study was conducted at a plastic bag manufacturing company in Bangladesh. The manufacturing process of plastic bags consists of three operations: blowing, printing, and sealing. All activities and sub-processes were recorded, examined, and classified into value-adding and non-value-adding operations, with idle times calculated for each operation. An appropriate step-by-step 5S technique was developed and executed to improve the operational efficiency of the blowing and printing operations by eliminating extra motions and waiting time spent searching for tools. Following the deployment of 5S in these areas, the total operational time was reduced by 8% for blowing and 18% for printing. The assessment was carried out satisfactorily and is documented in this report. Through this study, a window of opportunity for improvement has been explored, which may motivate other researchers to consider applying the 5S tool in their particular research areas as a tool to reduce non-value-adding operational time. • 5S can be a highly efficient tool for minimizing idle time in manufacturing process. • Blowing and Printing poly-operations require some tasks which can be standardized. • Standard organization of sizers in blowing and blocks in printing area was ensured. • Total operational time was reduced by 8% for blowing and 18% for printing.

Development of an Automated System for Dynamic Mapping of the Value Stream

The current trends in the development of production dictate the need to increase competitiveness by bridging the gap between the organization of production and digital technologies. To improve production efficiency, lean manufacturing strategies are being implemented that focus on identifying and minimizing waste and eliminating them. At the same time, the capabilities of digital transformation allow monitoring of production processes in real time. Thus, it is possible to use lean manufacturing tools such as a value stream map to effectively capture processes and predict the production situation in a dynamic mode. In the developed automated system for dynamic mapping of the value stream, the principle of simulation is implemented. With the help of simulations, it is possible to study the alternatives for improving the process and the impact of the proposed changes before implementation. Dynamic modeling of the value stream map allows you to develop an automated control system with the definition of optimal parameters and modes of operation of the production process. The object of modeling is a value stream map that displays the stages of movement of flows of materials, parts, assembly units and information. To investigate the parameters of the production process and implement the principles of lean manufacturing, dynamic mapping of the current state value stream and modeling of the future state were implemented.

An occupational health and safety management system framework for lean process industries: an interpretive structural modelling approach

Purpose The manufacturing sector has been observing various benefits by the implementation of lean manufacturing practices. However, the manufacturing sector has neglected the significance of health and safety management system implementation. The purpose of this research is to propose and validate an occupational health and safety management systems (OHSMS) framework based on critical success factors and their relationships in the lean manufacturing organizations. Design/methodology/approach A critical literature review was conducted to identify the success factors of OHSMS. Subsequently, a questionnaire survey and semi-structured interviews were conducted with experts from process industries to consolidate the critical success factors. After consolidating the critical success factors, relationships among critical success factors were established with the help of interpretive structural modelling using a team of 12 experts from industry and academia. These established relationships helped in proposing the hierarchical implementation framework. Finally, the validation of the proposed implementation framework was carried out using structural equation modelling (SEM). Findings This study has identified nine broader critical success factors for implementation of OHSMS in lean manufacturing organizations, especially the process industry. Subsequently, this study has proposed an OHSMS framework with nine broader critical success factors to implement in lean manufacturing organizations. Finally, the proposed framework has been validated using SEM with an appropriate sample size. Practical implications This study is helpful to the organizations to implement OHSMS without losing the essence of lean manufacturing strategy. This study has proposed a framework for implementation of OHSMS in the lean manufacturing organizations, especially process industry sector. This study also provided confidence to the organization through the validation of proposed framework in the process industry. Originality/value To the best of the authors’ knowledge, this study is first of its kind in this field of OHSMS in lean manufacturing organizations, especially the process industry. This study has involved both academicians and industry experts to bring more robust outcomes. This study proposed a unique framework to implement OHSMS in lean manufacturing organizations. This study has considered a comprehensive literature to develop a framework for OHSMS in lean manufacturing organizations. An implementation framework was proposed by considering both the academicians’ and industry professionals’ opinions. The proposed framework was statistically validated. This will be helpful in effective implementation of OHSMS strategy in lean manufacturing organizations, especially process industry sector.

A research agenda to reflect reality: On being responsive

A research agenda to reflect reality: On being responsive

Study and implementation of lean manufacturing strategies: A literature review

Lean manufacturing, organizations are utilizing maximum resource and minimization to waste and do the Non-Value-Added Activity. In the period Industries are paces to changing business environment, every manufacturing sector is fought to challenges so they are required for agile elevation. In this paper, a critical review was attempted which focuses on lean manufacturing and reverse engineering for joint propeller shaft. It systematically categories by definitions, design bases, organizations base, material bases and tool use bases. It also provided quality of work processes in every manufacturing organization. In this paper’s analysis about lean manufacturing concepts, lean wastes plus strategies, obstacles to lean as well as implementation of lean. Emphasize to tool & techniques of lean manufacturing organization of find out to numerous outcomes than the organization is sustained to their good repo in the market. Uses of this tool performance measurement and find out greatest improvement.Industry 4.0 is relatively anewer concept that is among the most promising methods to dealing with thefuture manufacturing problems such as the high demand for customised products. Many sorts of study focus on combining the two principles to sustain an efficient as well as flexible manufacturing process. The notion of Industry 4.0 (I4.0) is formed by the widespread use of Information and Communication Technologies(ICT) in production, which connects physical to thedigital systems as well as integrates value chains. LM as well as I4.0 have the same aims of enhancing flexibility as well as productivity, but via distinct methodologies. By merging both theories & carefully identifying the unification, this study overcomes the difficulty.

قياس مدى تطبيق عناصر استراتيجية التصنيع الرشيق في مصانع الثوب الرجالي في المملكة العربية السعودية

Lean manufacturing strategy refers to the work system followed during production processes within the industrial facility, with the aim of reducing waste, time and cost used in implementing the product in order to reach the consumer’s satisfaction by improving the level of product quality. The aim of the research is to: measure the extent to which the elements of the lean manufacturing strategy are applied in men's clothing factories in the Kingdom of Saudi Arabia. The research used: the descriptive approach through the analytical study of the factory’s and the product’s components. The research found: There is a shortcoming in the application of the elements of the Lean manufacturing strategy in men's clothing factories (worksite organization (5S), comprehensive production maintenance, continuous improvement, preparation / rapid change, cellular manufacturing), which leads to a large waste in the production time process, while the component (production on time) found superiority and distinction in its application. The research recommended: Overcoming the difficulties facing the application of each element of the Lean Manufacturing strategy, to take advantage of its multiple features. Continuing to strive for excellence in the application of the production element on time and in a better manner, taking into account the promotion of eliminating waste and loss in all its forms and in all stages of production processes.

Mapping of non-value adding activities occurring in classical manufacturing companies with lean strategies

In the literature arena, it is claimed that lean manufacturing has been implemented successfully in organizations. However, lean manufacturing has been finding little application in classical manufacturing organizations. A careful study of the literature would indicate that non-value adding activities have been occurring in classical manufacturing organizations and preventing the successful implementation of lean manufacturing. In order to overcome this deficient situation, the research reported in this paper was carried out. By carrying out this research, non-value adding activities were mapped with lean manufacturing strategies. In the beginning, 50 non-value adding activities and 27 lean manufacturing strategies were gathered from the literature arena. Through critical thinking, the non-value adding activities were mapped with lean manufacturing strategies. The list containing this map presented in this paper will be useful to the engineers and managers for successfully implementing lean manufacturing in classical manufacturing organizations.

Modeling and Analysis of Lean Manufacturing Strategies Using ISM-Fuzzy MICMAC Approach

The current research work deals with an identification of different lean strategies and extraction to relevant strategies after discussion with experts and gives the answer of a question “how lean manufacturing strategies can help the organization to enhance the efficiency of the organization with great effectiveness?” In this research work, thirty-six lean strategies have been identified and out of which thirteen lean strategies were filtered in respect of highly importance value by factor analysis using software SPSS 21. Further, to identify and analyze the inter-relationship among filtered strategies, an Interpretive Structural Modeling (ISM) with Fuzzy Matriced’ Impacts Croise´s Multiplication Applique´e a UN Classement (MICMAC) approach has been used. Fuzzy MICMAC help to understand the dependence and driver’s power of the lean strategies. The mutual importance of extracted strategies has been discussed through developing the ISM model and the individual assessment of each strategy with each of the other strategies has been derived using the Fuzzy MICMAC approach.

RESEARCH OF ERP SYSTEM INTEGRATION INTO LEAN MANUFACTURING

Nowadays, the highly competitive market makes industrial companies search for new decisions to improve their competitive advantages. It can be lowering product cost, manufacturing and delivering faster than competitors or being flexible when producing different quantities of different products for different customers. Most popular instruments that help companies to reach previously mentioned competitive advantages are implementing Lean Manufacturing strategies or ERP systems into their production systems. The way of using these systems might become the main indicator of companies’ success in the future. This research aims to create a guideline for integrating ERP system into Lean Manufacturing system. It focuses on the manufacturing companies that are already using such a system and can share their good and bad experiences. To reach this aim, the scientific literature is being analyzed by retrieving the CSFs for such an integration process. Using these CSFs, the relation between them and the positive outcomes of the integration process is established and tested using an online survey. The results of the survey are processed using empirical methods. Moreover, the research methodology for evaluating the ERP system integration into Lean Manufacturing level is established and tested in three case analyses.

People Management Practices that Underpin Lean Management Outcomes

While evidence exists for an association between people management practices (PMP), firm characteristics and lean manufacturing practices (LMP), there is limited research focusing on different sized firms. What is not understood is (1) what PMP bundles are chosen by different sized firms which adopt LMP, and (2) what firm characteristics play a role in explaining these choices. The empirical evidence is based on archival data sourced from the world management dataset comprising of 299 Australian and New Zealand manufacturing firms. Using path analysis and disaggregated data on a set of commonly adopted PMP, we test for six PMP, namely, instilling a talent mindset, promoting, rewarding, retaining and attracting high performance as well as removing poor performers; and identify PMP chosen by firms which have a lean manufacturing strategy (LMS) and that adopt LMP. We find that relatively smaller firms that adopt many LMP also chose removing poor performers and promoting high performers to complement their LMS. The education level of management in those same relatively smaller sized firms is found to be a key factor explaining this PMP bundle. Deeper inspection of the results reveals differences between smaller versus larger firms. The study contributes to lean and people management literature that helps identify bundles of PMP chosen by different sized enterprises to complement their lean manufacturing strategy and practices.

Modelling and analysis of barriers of lean sustainability in metal manufacturing organizations

Lean and sustainable manufacturing strategies are essential for enabling manufacturing organisations to survive in the current competitive scenario. A metal manufacturing firm has large scope for implementing lean and sustainability tools as it has issues pertaining to both materials management and Environmental Impact reduction. Several barriers may hinder the implementation of these strategies. In this context, this paper reports a study in which 10 barriers are identified based on a survey among practitioners belonging to various metal manufacturing firms. The barriers are systematically analysed using Interpretive Structural Modelling (ISM) and the structural model has been developed. The prioritized barriers need to be focused so as to enable the implementation of integrated lean and sustainable strategies in metal manufacturing organizations. The key barriers to be improved included barriers namely Lack of resource availability, Lack of Funds for green and lean projects, Lack of Technology, Lack of Top management commitment and Lack of clear communication. The conduct of the study enabled the industry practitioners to systematically analyze the barriers and provided path for systematic implementation.

The Impact of Lean Production and Flexible Manufacturing Strategies on Financial Performance of Manufacturing Companies in Nigeria

This research aims to investigate the impact of lean production strategy (LPS) and flexible manufacturing strategy (FMS) on financial performance (FP) in the Nigerian manufacturing sector (NMS). A quantitative research approach was applied, and a simple random sampling technique was chosen to identify the samples for this study. For this reason, data were collected from 101 manufacturing companies in Nigeria and a statistical tool; Statistical Package for Social Science (SPSS) version 26 was used to analyze the data. The result shows a significant relationship among the factors examined. Among the factors, the independent variable (LPS) had shown the most decisive impact compared to (FMS) on the dependent variable (FP) the study suggested. Findings from the study contribute and support Porter’s generic theory on existing literature, and practically to the Nigerian manufacturing companies by providing insights into this research area.

Implementation of Lean Manufacturing to Improve Air Handling Unit Coil Manufacturing in Saudi Air Conditioning Manufacturing Company (SAMCO)

This report aims to improve the production operations of the coils shop of air handling units (AHU) at Saudi Air Conditioning Manufacturing Company (SAMCO) by applying lean manufacturing strategy. The coils shop of AHU experienced several issues which impact negatively on its performance and increase the non-added values. For instance, it suffers from significant amount of scrap, low machines utilization, extra manpower, long machine set up time, and the absence of process safety system. In this report, the required data were collected by three ways; observation, recording and conducting the interviews with the related people. These data were analyzed by a wide range of tools, which are used to apply lean manufacturing such as, value stream mapping, 5S, work standardized, manual handling assessment chart, snook table, one-dimensional cutting optimizer, and mistake proofing. As a result, a significant reduction in the overall cost of coils shops production processes were obtained. For instance, the average machines set up time was reduced by 18 %, number of set up per shift was reduced by 20.8 %, the number of operators was reduced by 26.3 %, the quality of the product was increased and the safety of the processes was enhanced. It is worthy to note the amount of the scrap was dropped by approximately 71 %.