Lean Production Management Research Articles

Integrating lean production and agile project management: a planning and control model for multi-project environments in construction

The Last Planner System (LPS) and Scrum are established planning and control methods that have produced positive results in managing complex projects. They are based on two different but overlapping theoretical frameworks: Lean Production and Agile Project Management. However, there is a lack of academic studies on how to combine those methods and whether their theoretical underpinnings are compatible. Furthermore, previous studies about those methods have not addressed the context of multiple projects developed simultaneously, and the connections between project management from the perspective of client organisations and production management from the perspective of suppliers. This research work proposes a planning and control model for this context. Using Design Science Research (DSR), an empirical study was carried out at a department store company in Brazil. The practical contributions of this study are related to adapting and combining LPS and Scrum elements to the context investigated. The model includes innovative practices, such as integrated look-ahead planning meetings between the project and the production management levels and using Scrum practices to remove certain constraints. This study also sheds light on the commonalities and differences between LPS and Scrum based on how they support the application of important production principles in construction.

Theoretical and methodological foundations of business process management of a modern enterprise based on the «lean production management» approach

Business process management is an important aspect of supply chain management. Effective management of business processes by supply chains makes it possible to increase operational activity, reduce transportation and storage costs, increase the level of service for the end customer, as well as increase competitiveness in the market. The ability to effectively manage business processes is provided by the lean production management model. This scientific article discusses the theoretical and methodological foundations of business process management in logistics based on the lean production management approach. The article describes the concept of a business process, the essence and main characteristics of business processes, the concept of lean manufacturing, tools and the formation of a business process management system. Special attention is also paid to the business process improvement model. The purpose of the article is to study the relevance of this study, the research methods used, as well as its results and conclusions. In conclusion the article highlights the importance of logistics business process management and the potential benefits of lean manufacturing as a methodology for enterprise development, such as creating value for customers, reducing costs, reducing waste, improving working conditions, increasing competitiveness and developing innovation.

A study of Lean Production and Quality Management on Production Performance: The Evidence in High-tech Manufacturing Companies in China

Based on the relevant studies of lean production, production technology improvement, quality management and production performance, the relationship model of lean production, production technology improvement, quality management and production performance of high-tech manufacturing companies is constructed, and the influence mechanism of lean production and production technology improvement on production performance of high-tech manufacturing companies is revealed. Specifically, by systematically reviewing relevant theories and existing research results, this paper proposes a logical idea of “lean production, production technology improvement — quality management — production performance”, discusses and proposes relevant research hypotheses according to the relationship between variables in the theoretical model, and sends out questionnaires to Chinese high-tech manufacturing companies on a large scale, and recovers 425 questionnaires. The incomplete or invalid questionnaires with obvious errors were eliminated, and 411 valid questionnaires were finally obtained. The statistical analysis software SPSS 24.0 and AMOS 24.0 were used for reliability analysis, validity analysis, exploratory factor analysis, typical correlation analysis of the collected data, multiple linear regression analysis model and mediation effect model was established. Test the theoretical paper. In this paper, a total of 7 research hypotheses are proposed, among which 7 hypotheses are supported by the survey data. Combining qualitative analysis and quantitative analysis, this paper draws the following conclusions: (1) Lean production has a significant positive impact on the production performance of high-tech manufacturing companies; (2) The improvement of production technology has a significant positive effect on the production performance of high-tech manufacturing companies; (3) Quality management has a significant positive effect on the production performance of high-tech manufacturing companies; (4) Quality management has a partial mediating effect between lean production and production performance of high-tech manufacturing companies; (5) Quality management plays a partial mediating role between production technology improvement and production performance of high-tech manufacturing companies.

A new master degree program in lean manufacturing technologies

Increasing productivity and operational effectiveness can be realized by professional managerial approach. The article considers the current lean manufacturing and production management education providers and find the necessary points for successful operation management realization. Also it is proposed the interaction between the university and industrial partners in order to build and update the education content, participate in the classes and enrich them with industrial cases and guarantee the future career for the students. Lean manufacturing education is based on DMAIC methodology and proper using of Quality Management methods for continuous improvement of organizations. This long-term program provides professional growth for the employees and build their improvement projects sustainable.

МЕТОДИЧЕСКИЕ АСПЕКТЫ ЭФФЕКТИВНОСТИ РЕАЛИЗАЦИИ СТРАТЕГИИ ПОВЫШЕНИЯ ФИНАНСОВОЙ ГРАМОТНОСТИ НАСЕЛЕНИЯ В УСЛОВИЯХ ЭКОНОМИЧЕСКОЙ ТРАНСФОРМАЦИИ

In a rapidly changing economic environment, increasing the financial literacy of the population is becoming a matter not only of the personal well-being of citizens, but also an important factor in the socio-economic development of the country. In addition, in recent years, more and more attention is paid not only to improving the degree of financial knowledge and skills of people, but also to tools for measuring their level. In this regard, methodological approaches to the effective implementation of the strategy of this priority area are more relevant than ever. The analysis of the existing methodological aspects allowed the authors to systematize the information in order to summarize the existing approaches to improving financial literacy and identify general patterns and trends in this area. It has been established that, depending on the context, the interpretation of financial literacy indicators may be different. Obviously, in order to fully understand the level of measurement and interpretation of financial literacy indicators, it is advisable to combine all the analyzed approaches, which will make it possible to determine the priority vectors for the effective implementation of the strategy. The main problems in the implementation of programs to improve the financial literacy of the population are identified and methods of lean production and risk management are proposed to improve the effectiveness of the strategy to improve financial literacy. The implementation of the former can significantly increase the effectiveness of government programs to improve financial literacy and improve the financial education of the population as a whole, the latter will make it possible to identify, assess and manage the risks associated with insufficient financial knowledge and skills of citizens. A SWOT analysis was used to assess the potential advantages and disadvantages of implementing these methods.

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.

Analisis Peningkatan Efektivitas Lean Production Management pada CV Kopi Banyuatis di Singaraja

CV Pusaka Bali Persada Kopi Banyuatis (KB) is an industry that processes raw coffee beans into various ready-to-consume coffee products. CV KB experienced a number of problems that had an impact on decreasing competitiveness, such as; production activities not efficient, the occurrence of waste, care and maintenance of machines is less attention. This study aims to (1) identify waste problems and determine priority efforts for handling waste in the CV KB, and (2) analyze the increase in the effectiveness of lean production management in the CV KB. The method used is the analysis of AHP and TPM (5S work culture, eight pillars, and OEE). The results of the identification and analysis carried out, set priorities for handling waste defect (0,367) and over-processing (0,239). The increase in LPM is based on OEE calculations during January to March 2022, which is predicted to increase by 13,04 percent with availability values of 11,32 percent, performance 8,44 percent, and quality 1,57 percent. The prediction of the increase in OEE value that occurs when associated with the total sales obtained by the industry, can result in a prediction of an increase in sales profit of Rp1.552.662,800 for all products sold in 500 g packaging as many as 1890 pcs. CV KB can focus on improving the priority of handling waste, as well as maintaining the quality of machines and production facilities to increase the effectiveness of LPM.

Demonstration of Supply Chain Management in Big Data Analysis from Walmart, Toyota, and Amazon

With the advent of the era of big data, social production and lifestyle have undergone tremendous changes. The traditional supply chain management system has high storage costs and poor timeliness. In contrast, the application of big data technology in the supply chain management system will provide customers with more personalized services, so that the supply chain can achieve lean production and lean management, and the supply and demand response is more rapid. This thesis gives examples of three different companies to analyze the big data technology that they are using, which are Walmart, Toyota, and Amazon. After a series of comparative processing, it can be found that big data technology promotes production efficiency and plays an increasingly important role in the process of enterprise management. Although in the early stage of big data technology, enterprises will experience many unknown difficulties, such as loss of confidence, and the tools for processing data are not efficient enough. However, by using the data center constructed by big data technology, it can better explore the hidden value of various data and provide a stable and efficient platform for enterprise development. These results shed light on guiding further exploration of implementation of bigdata analysis into supply chain management.

Research on Lean Production Management of Small and Medium-Sized Manufacturing Enterprises

The realization of lean production is a process of determination to pursue perfection as well as excellence. For many small and medium-sized manufacturing enterprises in China, where to start and how to apply lean production have become a major problem. Small and medium-sized manufacturing enterprises can learn from the experience of lean production management of famous manufacturing enterprises and promote lean production management step by step in combination with the actual situation of enterprises.

Автоматизированная система управления траловым комплексом

The article is devoted to the problems of developing an automated control system for a trawl complex.The analysis of trawl systems from the point of view of the concepts of lean production and lean environmental management is presented. The main design features of the developed automated trawl complex control system are described.

Research on Lean Production Management Strategy Based on Extension Innovation Method

Aiming at the problems of low innovation efficiency and waste in domestic manufacturing enterprises, this paper, on the basis of lean improvement, combines the principle of conjugate analysis to solve the contradictions in production, and uses the extension innovation method to optimize the production line optimization. E-type engine is the research object,By implementing extension transformation, impossible problems can be transformed into possible problems, infeasible problems can be transformed into feasible problems, and unknown problems can be transformed into knowable problems.First of all, this paper finds the existing problems by collecting data, establishes the employee model, inventory model, working time model, and conducts correlation analysis and divergence analysis to get the methods and approaches to solve the conflicting problems, and establishes the compatibility function of the waste problem. , and quantify the degree of waste. Secondly, the extension analysis of the E-type engine extension model is carried out, and the relationship between them is found from the angle of soft and hard conjugate. Thirdly, the conjugate transformation is carried out on the model, and the basic elements are transformed by the basic transformation method and the extension transformation operation method. Finally, generate a variety of improvement strategies, evaluate the goodness of the extension strategy, and select the extension strategy greater than 0 as the optimal extension strategy according to the company's requirements. The extension method can solve the contradictions in production management.

Research and Implementation of Lean Production Mode in Shipbuilding

This paper studies the production process of a shipbuilding enterprise. The company suffers from long manufacturing cycle, low utilization rate of personnel and an unbalanced production line. To solve these problems, the lean shipbuilding mode, mainly divided into shipbuilding work breakdown, production plan and virtual flow operation in this paper, is put forward, which combines the lean production and modern information management technology with shipbuilding. Supported by the theory of work breakdown structure and task package scheduling, the shipbuilding task package is reasonably divided. The priority of task package manufacturing is determined by calculating the task package manufacturing sequence coefficient, and a reasonable number of operators is calculated to ensure the continuity of segmented manufacturing. After determining the manufacturing priority of the task pack and the number of allocable personnel, the corresponding work can be scheduled. Production planning drives all production activities of the shipbuilding enterprise, and just-in-time production is achieved through the reasonable arrangement of these production plans, thus reducing the waste of personnel and time. Then, the virtual flow operation is carried out, which can achieve high efficiency of flow production and high flexibility of fixed workstation production during the production process of large-scale and heavy-duty products. The virtual assembly production system of the workshop is established according to the characteristics of shipbuilding operation and the actual production situation. On this basis, a lean shipbuilding manufacturing execution system for small and medium-sized shipbuilding enterprises is developed to achieve lean production in a shipbuilding workshop. Through the implementation of the lean shipbuilding mode based on task package scheduling and its manufacturing execution system, compared with the original data, the ship production cycle is reduced to 76.7%, the number of workers is reduced by 16.7% and the production balance rate is up to 81%.

Materials for Teaching Lean Accounting

Lean production and lean management practices are becoming more widespread, and conventional accounting methods may be incompatible with lean management. Lean accounting methods and performance measures have been developed that support lean management, but these methods receive very little coverage in cost and managerial accounting courses. One reason for the lack of lean accounting coverage is a lack of availability of classroom materials for teaching lean accounting. The Lean Accounting Content Depository hosted by the American Accounting Association has been created to address the lack of lean accounting teaching materials. The material available from the Lean Accounting Content Repository is described. Suggestions for incrementally increasing coverage of lean accounting in cost and managerial courses are presented, and a semester long course devoted entirely to lean accounting is outlined. Selected lean accounting materials suitable for classroom use available from other sources are described.

FORMATION OF A LEAN PRODUCTION CULTURE IN ORGANIZATIONS AS A FACTOR OF INCREASING LABOR PRODUCTIVITY IN A REGION (ON THE EXAMPLE OF THE TCHAIKOVSKY BRANCH OF JSC "GAZPROM BYTOVYE SISTEMY")

The article examines the relevance of creating a lean production management system as an organization of activities focused on increasing the attractiveness of the technical, economic and aesthetic qualities of a product or service for the consumer, achieving stable development of the organization through continuous improvement of business processes through the involvement of personnel and the elimination of all types of losses. The authors describe in detail the stages of the creation of the DARINA Operating System in the Tchaikovsky branch of Gazprom Bytovye Sistemy JSC. The importance of the formation of a culture of lean production among all participants in business processes has been substantiated. Research into the prevalence and effectiveness of lean manufacturing in the Perm Territory in general and in the Chaikovsky District in particular shows the growing interest of business and government in the implementation of lean manufacturing technologies. This situation contributes to the development of the organization as a conductor of the ideas of lean production in the region. At present, shaping the methodology for using the principles of lean production and the principles of lean management of sustainable development, providing support to enterprises of the Perm Territory, the Chaikovsky branch of JSC Gazprom Bytovye Sistemy is successfully developing and expanding the boundaries of its potential capabilities, not only in the production of products that best meet the needs of consumers in relation to quality, design and price, but also a more multifaceted implementation of the principle of social responsibility as a prerequisite for the sustainable development of the company through participation in projects aimed at strengthening social support for the population.

Discussion on the Flexible Manufacturing and Operation Strategy Model for a Machine Tool Component Company in Taiwan

Recently, many manufacturing industries have been facing challenges such as rising material costs, small-volume and large-variety products, shortened production cycles, increased labor costs and longer after-sales service times, which is a very tough challenge for most small and medium-sized component manufacturing suppliers. In addition to the current hot topics in the manufacturing industry - Smart Manufacturing (Industry 4.0) and lean production management, if small and medium-sized enterprises are not able to adjust the pace of manufacturing timely and find a suitable production model, they will soon be overwhelmed by the torrent of the era of speed and accuracy. In the face of the dramatic changes in the industry structure, the company can deploy the global expansion of overseas customers in advance, and adjust to apply and implement a flexible manufacturing model system through the introduction of the Industrial Internet of Things and flexible manufacturing production management. In order to meet the market needs, the manufacturing industry is gradually oriented towards customized production and the rapid development of new products. To meet such stringent requirements, flexible manufacturing becomes one of the necessary ways for enterprises to consider their development models. Therefore, the efficiency and reliability of work can be improved through the Industrial Internet of Things that facilitates machine-to-machine communication, cloud-based big data and learning and imitations of smart robots. This study is an in-depth study of a company that is currently in the process of digital transformation, collecting relevant information and reviewing the analysis to find a suitable smart manufacturing solution for the company and to explore the impact of the COVID-19 pandemic on the strategic development of the company. The findings can provide a significant reference for homotypic companies in the development of their business strategies.

Implementing Hoshin Kanri in small manufacturing companies

PurposeThe purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what factors influence the implementation of HK in small manufacturing companies? (2) How do the factors influence the implementation of HK in small manufacturing companies?Design/methodology/approachThe research presented in this paper is based on an extensive literature review and data from the implementation process in five small manufacturing companies. In the literature review, factors influencing the implementation of HK, lean production and total quality management (TQM) in small manufacturing firms are identified. Thereafter, five implementation cases are analyzed. Findings from the cases are then contrasted with the factors identified in the literature and further theorized.FindingsSeven factors were found to either enable or hamper HK implementation in small manufacturing companies. Management involvement was identified as a critical factor. Management involvement can be typologized as collaborative or demanding, and the types of involvement is decisive in implementation processes within the small manufacturing company context.Originality/valueIn this paper, the authors focus on small manufacturing companies as the starting point and relate theoretical and practical results to the implementation processes in this defined target group. Conceptualizing implementation as a learning process, this research contributes to this emerging perspective on small firm development.

Lean production management system and sustainability of lean transformations

For more than 20 years the enterprises of the Russian Federation have been in- troducing the concept of lean production. The article analyzes the systematic work of the organizations of the Russian Federation to improve the efficiency and competitiveness of production systems through the introduction of tools and methods of lean production; the results of the «Efficient Region» project implemented by the regions in cooperation with «Rosatom» State Corporation and «Increasing labor productivity and supporting employment» national project. A conclusion has been made on the basis of the analysis, and the reasons considered that the growth of interest of enterprises and organizations in lean production is not accompanied by an increase in interest in certification of organizations for compliance with the requirements of the lean production management system. In conclusion, the features and differences of the lean production management system from other management systems have been considered, the main of which is that the philosophy of management of a lean enterprise is SFM (Shop floor Management) «management of business processes from the place of value creation», known both in the world and in Russia, as a goal management system. Its implementation ensures a constant increase in the efficiency of processes due to identifying and elim- inating losses, achieving the proper state of an enterprise according to standardized indicators in the SQDCLME areas: (S (safety), Q (quality), D (delivery), C (costs), L (labor), M (corporate culture), E (environment). The article proposes a comprehensive application of the goal management system and the process approach which is the basis of management system standards developed by an international certification organization. Lean production management including tools and philosophy, values, culture, combined with the integrated application of the goal management system and the process approach, will transform the production culture through the formation of new business thinking and will contribute to the sustainability of the ongoing lean transformations.

What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations?

The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.

Jogo didático no ensino de conceitos lean na disciplina de administração de obras

A mentalidade enxuta visa reduzir ou eliminar as atividades que não agregam valor ao produto através de melhorias contínuas e da redução de perdas. Trata-se de uma filosofia originada na década de 1990 e que, aos poucos, foi incorporada aos currículos dos cursos de Engenharia de Produção e Civil. Sob esse aspecto, por entender que a utilização de jogos didáticos pode ser eficiente, ao passo que estimula a participação e motiva os envolvidos, buscou-se investigar a utilização desse recurso pedagógico na difusão dos conceitos Lean entre futuros profissionais do setor. Diante do exposto, o presente trabalho originou-se de uma experiência com a aplicação do jogo Fábrica de Canetas em uma turma da graduação em Engenharia Civil. Para tal, foram realizadas simulações que permitiram abordar conceitos relativos à Produção Enxuta e ao gerenciamento da produção e, ao final, foi solicitado, aos integrantes dos grupos, a elaboração de um relatório sobre o que foi aprendido. Após a aplicação do jogo, foi possível observar maior participação dos discentes ao desenvolverem as atividades e ao comentar sobre os aspectos positivos e o que poderiam ser melhorados. Conclui-se, portanto, que os jogos podem auxiliar no ensino de teorias, sendo complementar ao que outrora fora visto em sala de aula.

Creation of an integral management system based on the synthesis of lean production and environmental management as a tool for enterprise development in the economic crisis caused by the pandemic

Creation of an integral management system based on the synthesis of lean production and environmental management as a tool for enterprise development in the economic crisis caused by the pandemic