Implementation Of Lean Production System Research Articles

A goal programming approach to lean production system implementation

Companies use different production policies to ensure customer demands are satisfied in time. To track the performance of production policies some important Key Performance Indicators related to production control and management are On-Time Delivery (OTD), machine or line productivity (OEE – Overall Equipment Efficiency), optimization of inventory levels between workstations (WIP), customer satisfaction i.e. prioritization of customer orders according to requirements of the customer, and backlog minimization. In this study, a real-life production management problem is described, modelled, and solved to improve customer delivery rate and, to plan manufacturing orders using lean production tools. Currently, the Make-to-Stock policy is used for semi-finished materials. The problems encountered are low customer service level, high level of WIP between operations and efficiency losses. Therefore, the goal of this study is to increase efficiency (OTD, OEE, and customer satisfaction) by minimizing setup time, decreasing WIP by minimizing earliness, backlog quantity level and improving service level by minimizing lateness of orders. Since these goals contradict each other, we propose a multi-objective mathematical formulation with a setup carryover strategy. Then we formulate a Goal Programming (GP) model and solve it by using different GP variants and the normalization method. Finally, we discuss numerical results and provide our final remarks and conclusions.

The introduction of lean production principles at OJSC “Velikonovgorodsky Myasnoy Dvor”

The concept of “Lean Production” is one of the most promising directions for the development of modern processing industries. In addition to the development of equipment and technologies, in terms of ensuring the quality and competitiveness of enterprises, we must not forget about the main factor for encouraging development and stable work – human resources. It is the competent management work with specialists that promotes the optimization of technological processes, reduces production costs, and promptly solves emerging problem situations with the development and implementation of a corrective action plan. The article considers the introduction of the lean system at one of the largest processing enterprises in the North-Western region of Russia – OJSC “Velikonogorodsky Myasnoy Dvor”, Veliky Novgorod. The company started implementing this concept only recently – in 2019 and has not yet managed to get significant financial results. At the moment, the company’s specialists are at the initial stages of the lean production system implementation - the types of losses that occur at the enterprise have already been identified, and measures to eliminate these losses have been worked out. During the new system’s implementation period, it was found that the proposals for a technical improvement received by the management from ordinary employees of the enterprise are difficult to implement in the production process, as this complex task requires quite a lot of time. Only 18% of all proposals for a technical improvement were put into production throughout the concept implementation period. However, even such a small number of implemented ideas brought the company significant economic profit, which makes it possible to call the lean system introduction at processing enterprises a promising task.

Requirements in performance measurement systems of construction projects from the lean production perspective

Performance measurement (PM) generates useful data for process control, facilitates communication between different sectors, and helps to align efforts on the most important aspects of the business. Thus, PM plays a key role in the management of projects and organizations. PM is also important in the implementation of lean production principles and methods, such as reducing the share of nonvalue-adding activities, increasing process transparency, building continuous improvement into the process, and benchmarking. Moreover, the adoption of the lean production philosophy requires changes in PM. Despite its importance, limited studies have been conducted on the use of PM systems for assessing the impact of lean production programs in construction projects. In addition, studies on how lean companies (or projects) use performance measurement and to what extent the indicators adopted reflect the result of actions that have been undertaken are limited. This study proposes a set of requirements in PM systems of construction projects from the perspective of lean production and a taxonomy of performance metrics for lean production systems. Five empirical studies have been carried out on construction companies from South America involved in the implementation of lean production systems. The scope of this investigation is limited to the construction projects as production systems rather than PM at the level of construction organizations.

Development of a lean assessment tool and measuring the effect of culture from employee perception

PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.FindingsThe results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.Originality/valueThis research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.

Change management practices to support the implementation of lean production systems: a survey of the scientific literature

Abstract: The transition from mass production system to lean production system carrier significant changes in operational strategies of industrial organizations. A production model system can engender different reactions by the people involved; some of them can show resistance during the process, ranging from unreserved support to a hidden resistance (even explicit). In order to identify the main practices to support change processes, this study provides a literature review to systematize the main researches related to change management during lean manufacturing implementation. This study aims to provide a systematic literature review covering main researches related to change management and lean manufacturing implementation to identify the main factors that affect the production system change. The research was carried out between October 2016 and January 2018. In methodological terms, literature review was developed by using Scopus and ISI web of Science publications. As a result of this study, 25 papers related to lean manufacturing implementation were identified and 10 factors were consolidated. The most relevant practices of change management were also identified to support lean production system implementation.

Integration of Active Pharmaceutical Ingredient production into a pharmaceutical Lean Learning Factory

Abstract In the context of the implementation of Lean Production Systems, companies have become significantly more aware of the need for employee qualification and motivation. Due to the high share of practice, Learning Factories have proven to be an effective approach to respond to this circumstance. While the focus of Learning Factories has so far mainly been on discrete manufacturing, applications in the pharmaceutical industry are still comparatively rare. Based on this, a Learning Factory, that takes into account the special requirements and needs of the pharmaceutical industry, was developed and implemented in collaboration with a German pharmaceutical company. So far, Lean culture and tools have been trained on formulation and packaging processes. However, the active pharmaceutical ingredient (API) production, which is characterized by a higher level of automation as well as chemical and process engineering procedures, was initially not displayed, as no sufficient demand was assumed. Due to the increasing need for a holistic consideration of the whole value chain, the API production is moving into the focus of Lean improvements. In this context, many established tools need to be adapted. From feedback of over 120 conducted trainings and a series of interviews, it became clear, that for employees from API production, it is difficult to transfer the necessary knowledge to their work environment, leading to resistance in implementing Lean tools. In order to counter this problem, the Learning Factory was expanded by an additional API learning module. This increased the willingness of employees to participate in the trainings and to implement the contents.

Implementation of lean production systems in small and medium-sized pharmaceutical enterprises

In order to ensure a sustainable supply of the population with affordable medicines, it is necessary to organize pharmaceutical production processes efficiently in terms of costs, process quality, time and flexibility. Lean Production Systems (LPS) have proved as an effective way to respond appropriately to these requirements. To date, the transfer of established models to the pharmaceutical industry and especially small and medium-sized enterprises (SMEs) is difficult, because of special characteristics regarding production processes and regulatory requirements. At the same time, SMEs often lack the necessary knowledge to develop suitable LPS themselves. The paper describes Lean success factors and barriers and proposes an LPS implementation process taking into account the unique features of SMEs in the pharmaceutical industry. Special attention is given to the consideration of human-oriented factors and the appropriate selection of Lean methods, which are aligned with business goals.

ПРИМЕНЕНИЕ КОНЦЕПЦИИ БЕРЕЖЛИВОГО ПРОИЗВОДСТВА ДЛЯ ПОВЫШЕНИЯ ЭФФЕКТИВНОСТИ РАБОТЫ ПРЕДПРИЯТИЯ (НА ПРИМЕРЕ ООО «ФАБРИКА УРАЛЬСКИЕ ПЕЛЬМЕНИ»)

The problem of safety and quality of production at the enterprises of food industry becomes more and more relevant today. Innovations in production of foodstuff allow us to expand the product range, to meet requirements of the consumer in full. To increase the competitive capacity of a product it is necessary to hold events for improvement of quality and the existing production technologies of foodstuff. In this regard one of the directions of improvement of the production technology is the integration of various control systems of a manufacturing enterprise. One of such systems is lean production. A problem of lean production is to design and introduce the production line capable to make different types of products exactly for that time which is really required for their production. The temporary elements of work necessary for the production of products are carried out consistently, at the established speed without waiting in the line time or other delays which are considered as useless and are considerably reduced, or eliminated completely. The purpose of this study is the analysis of the efficiency of introducing lean production system within the framework of regional food industry enterprise – Uralskiye Pelmeni Factory. The article presents details of implementation of the lean production system, assesses the possible risks and ways to minimize them, gets into specifics of approaches used at the enterprise within the lean production system implementation, shows the effects obtained as a result of the system functioning. The analysis of the data for the period of 1 month is given, it is shown that the introduction of the lean production system helps to achieve notable improvements after 7 days.

Causal Ambiguity in Lean Production Implementation in Malaysia

ABSTRACTThe success of the lean production system in Japan has led other companies to attempt to adopt it. Yet lean production system initiatives have seen a low success rate. This study draws on the theory of causal ambiguity and its role in the transfer of knowledge to argue that causal ambiguity can impede interfirm transfer of knowledge during lean production system implementation. The authors argue that causal ambiguity undermines motivation during lean production system implementation. Several variables are proposed as moderating the relationship. The findings of a survey are presented here.

The Implementation of Lean Production System: Incentives, Effects and Problems. A Case of KAMAZ Publicly Traded Company

The research is based on the case-study of public joint stock company “KAMAZ PTC” which is the largest Russian automotive corporation (the group of companies). The qualitative study was focused on lean production system development within this company. The case revealed factors and conditions, difficulties and effects of the implementation of this management system. Informational base included in-depth interviews with managers of the company, its annual reports, internal (close) documents, web-site, and other open sources. The role of business internationalization was revealed both as an incentive for lean production implementation against the background of increasing competition and as a prerequisite for possible success based on cooperation with world tracks producer Daimler AG. The problems in lean management development determined by weak communications, motivation of company personnel, and Russian labor market features are discussed.

Implementation of lean production system for an automotive component

The manufacturing industry has seen dramatic improvements in productivity and quality, while reducing cost and lead times by implementing Lean Production System. Focus of lean manufacturing is on cost reduction by eliminating the wastes. Originating from the Toyota Production System, many of the tools and techniques of Lean Production System have been widely used in discrete manufacturing. This system shifted the focus of the manufacturing engineer from individual machines and their utilization, to the flow of the product through the total process. The main objective of this project is to implement lean production system in the manufacturing of Model‘U’ product in Rane (Madras) Limited, Velachery. This will reduce the inventory, set-up time and material travel distance. Thus it can meet the fluctuating customer requirement and sustain with competitor entries with cost advantage and stock. In the approach of lean production system, data regarding cycle time, takt time and inventory were collected and value stream mapping has been plotted. A new layout is designed which helps in achieving single piece flow of parts and establishing better sequence of operations. Productivity has been considerably improved by implementing lean production system. Kaizen for various improvements in the module had been implemented which helps in further development methods of manufacturing.

Lean Production System Design and Implementation in Product Life Cycle

This paper will discuss the design and implementation of lean production system. In comparison to traditional production system, to install a lean Production system successfully requires a much earlier introduction in product life cycle. In this regard, the paper presents a framework to provide a holistic view of the entire product life cycle and to identify the suitable timing and the systematic approach for lean production system design and its implementation.

Method for assessing human resources management practices and organisational learning factors in a company under lean manufacturing implementation

The implementation of lean production systems is deemed essential for companies that wish to obtain high levels of competitiveness. There are several examples in the literature discussing the adoption of lean roadmaps; however, since such maps emphasise technical factors of lean change, the organisational learning (OL) process and human resources management (HRM) practices tend to be neglected. This article presents a method for assessing the impact of HRM practices and OL factors in a company under lean implementation. The method incorporates concepts of HRM and OL into lean implementation roadmaps, enabling a maturity analysis regarding dimensions of OL at different contextualisation levels, and allowing the proposition of improvements in HRM practices. The proposed method is illustrated in a case study from the automotive parts manufacturing sector.

Knowledge Management in Lean Production Systems

The implementation of Lean Production Systems is more than redesigning some production processes. The most seminal change has to be made in people's knowledge. Otherwise, the changes will not be sustainable. Most implementation processes describe the sequence of necessary tasks but do not regard the integration of knowledge in the organization. Therefore, it is necessary to analyze how knowledge and knowledge flows can be described. The research showed that a multitude of different knowledge flows can occur during the implementation of Lean Production Systems and that a decentralized, role-specific approach can help to identify adequate methods of knowledge management.

Transfer of Lean Manufacturing to China – Lessons from Two German-Chinese Production Plants

The purpose of this paper is to provide a greater understanding of the implementation process of lean production in China. In particular, it will investigate the main barriers when implementing lean production in China. The aim is to evaluate if implementation barriers can be explained by Chinese national context factors. Case studies of two auto-parts production plants of a German multinational company in China were used to evaluate lean barriers within China. During a two month research trip to China, sixty interviews with Chinese and Western employees were conducted to evaluate barriers when implementing Lean in China. Strong evidence is found that Chinese context factors do significantly influence the implementation process of lean in China. The paper proposes the necessity for organizations to consider cultural, socio-political and economic context factors of China when applying lean principles. The fieldwork leads the author to develop a model of barriers which restrain the successful implementation of lean production systems in China. Beside a comprehensive compilation of barriers, the model indicates Chinese cultural, socio-and economic national context factors which may influence the implementation barriers.