Lean Production System Research Articles

Impact Analyses of Lean Production Systems

Today's business conditions are characterized by increased competition. Therefore, enterprises have to cope with shorter product life cycles, higher product complexity and more product variants. The reaction of many enterprises is to implement lean production systems. In the past, methods of Lean Production Systems (LPS) have been used to identify waste in production and product development processes. Lean offers an approach to eliminate waste and increase customer value in all processes.The selection of the methods contained in LPS can be individually adapted to the respective requirements and conditions of the corresponding enterprise. Therefore, the identification of the necessary methods is an individual decision for each LPS. The consideration of the methods effects within the socio-technical system of a LPS is crucial because the effects of the different LPS methods provide important information for decision support. Thus, the paper describes the identification of interdependencies and effects in the LPS using System Dynamics. For this purpose, the modeling process of the method SMED is considered as an example. As a result, the interdependencies of the methods are identified and the methods with the amount of connections can be determined.

Development of Design Support Tool for New Lean Production Systems

Application of the Lean philosophy during the design of a new production system might result in a production system which is more Lean from the beginning and needs less improvement during its lifetime.In this paper a design support tool for new Lean production systems is presented. It combines the theory on Lean and production system design. The design support tool consists of three elements with a strong interaction. The first element of the tool prescribes the steps in the design of a production system in general. The second element illustrates the flow of different types of information during the design process. The third element consists of guidelines for Lean design. Following the workflow that combines the three elements should result in a new Lean based production system.

Pure Dynamic Capabilities to Accomplish Economies of Growth

IntroductionA quarter of a century has passed since publication of a working paper by Teece, Pisano, and Shuen (1997) on theory of dynamic capabilities, which led to a string of subsequent research.1 However, their argument was extremely confusing, with no information on essence of dynamic capabilities. 2 In these circumstances, discussion of this topic based on study by Helfat and Winter (2011) regenerates one idea regarding nature of dynamic capabilities. We first review concept of dynamic capabilities as presented in study by Teece et al. (1997), pioneering work. We note source of confusion. Furthermore, we summarize concept of corporate capability based on study by Helfat and Winter (2011). Further, we highlight meaning of dynamic capabilities from examples given therein, suggesting possibility that dynamic capabilities are similar to of start-up experts that Takahashi (2015) discovered from Penrose (1959).Origin of Dynamic Capabilities TheoryAccording to Thomson Scientific Essential Science Indicators, study by Teece et al. (1997) was most frequently cited in economics and management papers between 1995 and 2005 (Fukuzawa, 2013). This indicates that their study is therefore extremely influential and can be considered to be foundation for development of dynamic capabilities theory. Teece et al. (1997) defined dynamic capabilities as follows.Dynamic capabilities: We define dynamic capabilities as firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Dynamic capabilities thus reflect an organization's ability to achieve new and innovative forms of competitive advantage, given path dependencies and market (Teece et al., 1997, p. 516).However, subsequent studies have shown no unified interpretation regarding dynamic capabilities. This is due to vague explanation provided by Teece et al. (1997). Using above definition of dynamic capabilities, they explained that dynamic capabilities comprise three elements: organizational and managerial processes, positions, and paths. Organizational and managerial (shortened hereinafter to processes) refer to firms' internal routines that indicate manner in which things are processed and denote current customs and learning patterns. The term positions refers to particular assets held at current point in time, such as technologies, intellectual property, complementary assets, a customer base, and external relationships with partners and suppliers. The term refers to strategic alternatives adopted by a firm as well as any increasing returns and attendant path dependencies. Processes comprise both and paths (Teece et al., 1997, p. 518).Moreover, the essence of a firm's competence and dynamic capabilities is......resident in firm's organizational processes (Teece et al., 1997, p. 524). These have three roles: (a) coordination and integration, (b) learning, and (c) reconfiguration and transformation. Coordination and integration are described as static concepts, learning is a dynamic concept, and reconfiguration and transformation are transformational concepts (Teece et al., 1997, p. 518). Thus, source of confusion in dynamic capabilities theory is inclusion of static concepts, such as coordination and integration.Furthermore, with regard to (a) coordination and integration, Teece et al. (1997) cite studies by Clark and Fujimoto (1991) and Womack, Jones, and Roos (1991) when giving examples of routines for coordination, lean production systems, and relationships with strategic alliances and suppliers. With regard to (b) learning, they describe it as a process whereby tasks can be done better and faster through repetition and testing. With regard to (c), reconfiguration and transformation, however, they provide no examples and, without providing any specifics, only say that these are competencies of reconfiguration and accomplish. …

Value-focused Design of Lean Production Systems Based on a System Dynamics Approach

Lean principles are the central core of many industrial companies for improving their production system. In order to be able to optimize their manufacturing and logistics processes, companies have to choose the most suitable lean principles to solve problems or to reach their target state. To solve this decision problem, it is important to identify objectives based on values of the decision-maker and to determine effects of lean principles and objectives. This paper presents a value-focused thinking driven identification of objectives and a system dynamics approach for understanding the interdependencies and dynamics of lean principles and objectives. This provides a transparency and better understanding for these interactions for the decision-maker in the decision-making process. Based on this knowledge, the most effective lean principles for the design of the production system can be chosen and successfully applied.

SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK

Challenging and competitive business environment has prompted the automotive industry to restructure its manufacturing practices. Nowadays, Lean Manufacturing (LM) has been widely implemented in the automotive industry. LM supported the manufacturing companies, particularly automotive manufacturers in becoming world class manufacturers through various lean practices. However, lean implementation faced various obstacles such as the lack of management commitment and support, the absence of organizational communication, employees’ attitude and many more. It is also indicated that lean implementation success factors are not merely due to technical practices but also with the integration of non-technical aspects such as human-related practices. This paper aims to investigate the Soft Lean Practices that are necessary for the successful implementation of the Lean Production System (LPS) in the Malaysian Automotive SMEs. The result of this paper will provide a detailed review of Soft Lean Practices within the LM literature that should be considered by the organizations when implementing lean. A framework was also developed through an extensive review of Soft Lean literature.

What's in a Name? Linguistic Labels in the Adoption of a Lean Production System in a Russian Bank

In this study we ask whether the vocabulary of Toyota’s lean production system (“LPS”) affects its adoption in a non-Japanese context. New institutionalism argues that a management system is easier to transfer when it is theorized into an abstract model of cause-effect relationships among its components. Yet, abstract categories of management are expressed using a natural language that has its own everyday meanings and connotations. To explore what happens when a large Russian retail bank introduces LPS using the original Japanese labels versus Russian ones, we developed an abstract model of LPS as a cause-effect relationship between problems and solutions, and designed a survey questionnaire to assess the acceptance of this model by the bank’s employees. Samples of the employees at two of the bank’s branches were randomly assigned to one of two versions of the questionnaire: one using the original Japanese labels transliterated with the Cyrillic alphabet or one that had all the original Japanese labels translated into the Russian language. Our analysis showed that the bank’s employees were more likely to assess the relevance of LPS consistently with our abstract model when the system’s components were labeled in Russian rather than transliterated Japanese. The Russian labels made visible the causal link from problems to solutions and reduced the resistance to accepting lean production’s problems as relevant. Indeed, the labeling language appears to affect the transferability of a management system in general, and the acceptance of the problems that the system is supposed to address in particular.

Development of a framework for lean production system: An integrative approach

Lean production is one of the alternatives to achieve excellence in the organizational operations. The objective of this study is to develop a lean production system framework by conducting critical analysis and comparative analysis on the existing lean production system frameworks. The study has collected 131 lean production system-related frameworks from the literature survey. The study has identified 39 frameworks using validity and reliability analysis, which is considered as a sample of framework in this study. The study has performed critical analysis on the sample of the frameworks in the aspects of novelty of frameworks, background development of framework, status of verification of frameworks and verification methodology used to verify the proposed frameworks. The study has proposed a framework with the help of domain knowledge, through discussion with experts in the field, comparative analysis as well as reliability and validity analysis. The study clearly discloses major irregularities in lean production system literature such as majority of frameworks have been developed based on novelty concept. The study also found a lack of significant participation of practitioners and consultants in the development of lean production system-related frameworks. The study has identified 11 pillars with the help of comparative analysis. However, finally the study has proposed a framework with the help of 11 pillars and 83 elements in the field of lean production system.

Towards lean transformation: the analysis of lean implementation frameworks

Purpose – Failure in engaging shop floor employees (including supervisory staff) in lean, lacking of supervisory skills in leading workers and lacking of lean technical knowhow among the shop floor employees are some of the major obstacles in lean transformation. One of the reasons of inefficient lean transformation is the shortages in frameworks or plans in implementing lean. The purpose of this paper is to investigate the shortfalls in the current lean implementation frameworks. Design/methodology/approach – The frameworks were analysed according to the following criteria: first, “What” is the approach of lean implementation, i.e. top-down or bottom-up; second, “How” to implement lean (description of steps or sequences of lean implementation along the lean journey); third, “Why” – the reason of adoption of the proposed lean tools, techniques or practices (thereafter TTPs) in each phase of lean implementation; and fourth, “Who” are the targeted internal stakeholders to use or apply the lean TTPs that were proposed in the frameworks. Findings – Most of the current available lean frameworks were prone to top-down approach but not bottom-up. Improvement initiatives from the shop floor employees were often overlooked by researchers. In proposing their frameworks, most of the researchers have neglected the importance of “Why” aspect in the adoption of TTPs or the framework itself without giving the “reason” for each of the elements in lean implementation. Besides the aspects of “What” and “How”, the mentioned “Why” aspect is important in contributing to capability building among the shop floor employees in carrying out improvement, problem-solving or waste elimination activities. The aspect of “Who should carry out which lean TTP” was somewhat not emphasised by most of the lean researchers. In addition, the current frameworks were prone to “one-best-way” approach with lacking of contingency sense, which is one of the common criticisms against Lean Production System. Originality/value – This paper provides a critical view on the shortfalls of current lean implementation frameworks, and proposes an insight of new criteria for future research in analysing and proposing new lean implementation framework towards lean transformation.

Workplace ergonomics in lean production environments: A literature review.

Lean Production Systems (LPS) have become very popular among manufacturing industries, services and large commercial areas. A LPS must develop and consider a set of work features to bring compatibility with workplace ergonomics, namely at a muscular, cognitive and emotional demands level. Identify the most relevant impacts of the adoption of LPS from the ergonomics point of view and summarizes some possible drawbacks for workplace ergonomics due to a flawed application of the LPS. The impacts identified are focused in four dimensions: work pace, intensity and load; worker motivation, satisfaction and stress; autonomy and participation; and health outcome. This paper also discusses the influence that the work organization model has on workplace ergonomics and on the waste elimination previewed by LPS. Literature review focused LPS and its impact on occupational ergonomics conditions, as well as on the Health and Safety of workers. The main focus of this research is on LPS implementations in industrial environments and mainly in manufacturing industry workplaces. This is followed by a discussion including the authors' experience (and previous research). From the reviewed literature it seems that there is no consensus on how Lean principles affect the workplace ergonomics since most authors found positive (advantages) and negative (disadvantages) impacts. The negative impacts or disadvantages of LPS implementations reviewed may result from the misunderstanding of the Lean principles. Possibly, they also happen due to partial Lean implementations (when only one or two tools were implemented) that may be effective in a specific work context but not suitable to all possible situations as the principles of LPS should not lead, by definition, to any of the reported drawbacks in terms of workplace ergonomics.

Implementing lean in knowledge work: Implications from a study of the hospital discharge planning process

With its Lean production system, Toyota championed an innovative way to organize and manage processes to eliminate waste and improve effectiveness. While our understanding of Lean and its successes has grown, it has become increasingly clear that contextual variables impact the effectiveness of its implementation. In particular, there is a need to better understand those principles and practices of Lean that are most relevant for specific processes in knowledge work environments. In this paper, we use action research methods to explore the implementation of Lean techniques in the discharge planning process (DPP) of a large hospital. Our aim is two-fold: first, we conceptually frame and link our observations of Lean implementation in this knowledge worker setting with the overall framework of Lean management to provide researchers with further insight into important contextual elements/variables that need to be considered in this environment. Second, we articulate elements of Lean and its implementation that proved most useful and relevant in this environment. We identify critical elements of Lean that were central in this implementation and also identify key challenges of Lean implementation in this environment and link our findings to existing research on the topic.

Lean production and leadership attributes – the case of Hungarian production managers

Purpose – The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques. Design/methodology/approach – Using leadership attributes of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, this paper develops an ideal leadership profile of a production manager who aims to develop a lean production system (based on Liker’s seminal work in 2004). Five hypotheses related to contributor and inhibitor leadership behaviors and their associated leadership attributes are analyzed using survey data based on a PLS model. Findings – According to the results, the proposed conceptual leadership profile, in which leadership attributes are divided into two sets (contributors and inhibitors), required modification. The authors identified five distinct leadership behaviors (specific interrelated sets of leadership attributes). Two of the five leadership behaviors (communicative and micromanager) for production managers contributed to lean implementation. None of the leadership behaviors were inhibitors. Surprisingly, a theoretical inhibitor type of leadership behavior, namely micromanager, proved to be a contributor. Practical implications – The results provide direct guidance for Hungarian managers with leadership behaviors that can contribute to the successful adaptation of lean techniques. However, managers must also consider that although these leadership behaviors may result in short-term gains, the micromanager leadership behavior can undermine the long-term sustainability of lean success and can hinder the development of a lean culture. Originality/value – Leaders are frequently considered to be the key drivers of lean management. The empirical paper is unique because it analyzes the relationship among leadership behaviors, leadership attributes, and lean contexts.

Relationship Between Lean Production and Operational Performance in the Manufacturing Industry

Nowadays, more and more manufacturing firms have started to implement lean production system in their operations. Lean production viewed as one of the mechanism to maintain the organisation's position and to compete globally. However, many fail to apply the lean concepts successfully in their operations. Based on previous studies, implementation of lean production in the manufacturing industry is more focused on the relationship between Lean and Operational Performance of one dimension only. Therefore, this study attempted to examine the relationship between Lean Production (LP) and Operational Performance in 4 dimensions which are quality, delivery, cost and flexibility. This study employed quantitative study using questionnaires. Data was collected from 50 manufacturing industries. The data was analysed using Statistical Package for Social Science (SPSS) 22.0. This study is hoped to shed new understanding on the concept of Lean Production (LP) in regards of Operational Performance covering the 4 dimensions.

Применение принципов бережливого производства в системе управления синергетическими эффектами высокотехнологичного предприятия

Ways to improve the efficiency of an enterprise management system are considered. Addressing this problem through the synergetic approach viewpoint would help to use potential of high-tech-oriented enterprises more efficiently, to accelerate economic development of such enterprises and also to improve their products’ competitiveness. Key lean production concepts implementation at an enterprise in terms of synergetic management concept are discussed. Advantages of the lean production system and the compelling necessity to introduce such a system at the enterprises of Russia are outlined. The obstacles to implementing the lean production system at enterprises are reviewed and ways to overcome these obstacles are provided.

Applied value stream mapping lean production system clipsal Vietnam Co

The paper applied Value Stream Mapping VSM for lean production system of Clipsal Viet Nam Co with reduces the time produc, improve productivity after reduces waste and increased on – time delivery rate.

Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces

Starting from the recent quest to investigate the human side of organizational sustainability, this study applies a variety of regression analyses to investigate the effects of Lean Operations, High Involvement Work Practices, and management behaviors on occupational safety. It tests and finds support for the hypotheses that Lean Production systems, High Involvement Work Practices, and two specific management behaviors—workers’ capability development (coaching and teaching of workers) and empowerment (autonomy and participation of workers in developing their own job standards)—positively affect occupational safety. Furthermore, empowering behaviors positively moderate the effect of Lean Operations on workers’ safety. The study bridges sustainable operations literature with theories related to the ethical side of safety management, sustainable HRM, ethical leadership, and empowerment. In doing so, it contributes to the understanding of occupational safety as constitutive aspect of organizational sustainability.

Lean Production Weaknesses in Manufacturing Industry: A Review

This is a review paper written to discuss the lean manufacturing and the lean weaknesses in manufacturing industry. Lean production or also known as lean manufacturing has been widely practiced as a production improvement tool in manufacturing sectors. Lean manufacturing originated from Japanese automotive manufacturing sectors for about five decades. Over the decades, lean production system have evolved from shop floor improvement tool to a philosophy. The problem statement in this research was to review the weaknesses of lean production system. The purpose of this review paper is to discuss the weaknesses of the lean production system and overview the available methods to address the weaknesses. Limitation and scope of this paper were within manufacturing industry and period of literature reviews. The methodology applied was review literature from the lean manufacturing related journals dated from year 2000 to 2014. Then by consolidating the lean production weaknesses data in to categories of people, material, equipment, know-how, business and planning or scheduling. The authors discussed to elaborate further on the lean weaknesses and methods of addressing it. Therefore, understanding the weaknesses will allow the academic and industry to co-create new solution methods for an effective lean production system. In conclusion, the authors view the weaknesses as an opportunity to integrate with other theories such as agile manufacturing, sustainable development, human factor, safety management and cleaner production in the future.

Institutional and cultural barriers to transferring Lean production to China: Evidence from a German automotive components manufacturer

Our qualitative study of a globally operating German automotive components manufacturer demonstrates how certain cognitive dispositions and behaviours of Chinese employees acted as barriers to the transfer of the firm’s Lean production system to its subsidiaries in China. We analyse how these barriers were rooted in the Chinese institutional and cultural context, thereby contributing a new micro-level perspective to business systems literature. Our findings further suggest that manufacturing in China will not be truly ‘Lean’ in the near future, which may place constraints on China’s technological development at a larger scale.

Participative work design in lean production

Purpose– The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour.Design/methodology/approach– The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams).Findings– Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes.Research limitations/implications– An investigation of the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making – reflecting management policy – on proactivity.Practical implications– Lean production stresses continuous improvements for enhancing efficiency, and such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes.Social implications– Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload. Finding the potential for learning within lean production is essential for balancing the need of efficient production and employees’ health and well-being at work.Originality/value– Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. A clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity.

Resistance to Change: The Moderating Effects of Leader-Member Exchange and Role Breadth Self-Efficacy

The prevalence of resistance during change initiatives is well recognized in the change management literature. The implementation of the lean production system is no exception. It often requires substantial changes to processes and the way people work. As such, understanding how to manage this resistance is important. One view argues that the extent of resistance during change depends on the characteristics of the change process. This view posits that resistance can be reduced if organizations manage information flow, create room for participation and develop trust in management. In addition, this paper also proposes that is Leader-Member Exchange (LMX) and Role Breadth Self-Efficacy (RBSE) moderate the effect on the employees' resistance to change.  Index Terms—change management, Lean Production System (LPS), resistance to change, Change Process Characteristics (CPC), NEED For STRUCTURE (NFS), Leader-Member Exchange (LMX) and Role Breadth Self- Efficacy (RBSE)

Evaluating the Effects of Energy Productivity Measures on Lean Production Key Performance Indicators

The use of energy in manufacturing processes provides great saving potential. Independent studies estimate possible energy savings up to 30%. In order to benefit from these potentials, manufacturing companies need guidelines, which support them in identifying energy waste. The methodology presented provides a four-step approach to increase energy productivity. After creating transparency with an energy oriented value stream mapping and the identification of possible measures to reduce energy waste, the effects of measures on existing key performance indicators of Lean Production Systems (LPS) are analyzed. For that purpose an impact network was generated, which shows possible effects. Based on that impact network, a generic system dynamics model helps to simulate dynamic effects on important target figures out of the LPS key performance indicators. With that information, manufacturing companies are able to increase energy productivity without having negative effects on existing manufacturing structures.