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This study aims to analyze lean wastes for the poultry sector in Turkey and link lean tools to this study, focusing on identifying each lean waste that affects poultry production and proposing solutions for preventing these lean wastes in the sector. The proposed solutions aim to improve processes by suggesting different lean tools and their applications for the poultry sector.

The study consists of two different applications. First, the waste relationship matrix (WRM) was created to reveal the relationship between seven lean wastes and their importance order. Then, after determining lean tools for eliminating lean wastes, the optimum weight ranking and consistency ratio of the most suitable lean tools were calculated for these wastes and ranked with the best-worst method (BWM).

Results showed that overproduction is the most critical waste that impacts other wastes, followed by defect waste. Due to the nature of the sector, these wastes not only result in economic loss for the company but also in food waste and loss and issues related to animal welfare. Furthermore, the Kaizen approach and 5S implementation are the methods to eliminate these wastes. Detailed discussion on the link between lean tools and lean wastes is provided for the poultry sector.

This is the first study that theoretically and empirically identifies the potential lean waste affecting the poultry sector and provides lean tools for eliminating these wastes. Sector-specific explanations and discussions are presented in the study to show the applicability of lean approaches in the poultry sector to eliminate waste. In addition, this study is the first to integrate the WRM and BWM.

The purpose of this paper is to redesign the layout of production floor by considering lean manufacturing in order to eliminate the waste and using Block Layout Overview with Layout Planning (BLOCPLAN) algorithm to attain new layout of facilities in Indonesian home-food industry.

The common problems that might be appearing in home-food industry, especially in the developing countries like Indonesia are unstandardized production process and unorganized work environment which could produce the waste. One of many solutions to handle this problem is improving the work area (work station) in production floor by rearranging and designing standard operating procedure (SOP) by using lean manufacturing concept. The initial data to minimize the waste is motion time study (data) to identify production standard time. The next step is identifying the common waste(s). Meanwhile, the production floor layout used in this research is designed by using BLOCPLAN algorithm.

The recommendation of shop floor facility layout is based on identified waste, which is excess transportation. Subsequently, standard operational procedure (SOP) is developed to support the recommended facility layout as the reference for cookie production process so it can minimize the waste.

Lean concept is one of method that is widely implemented to reduce the occurrence of defective products and waste that do not provide added value. Based on previous researches, it was found that the concept of lean manufacturing can be applied in various types of service and manufacturing industries, both large companies and small and medium enterprises. Home-food industry competition nowadays is getting intense. This condition makes the stakeholders (of home-food industry, especially in Indonesia) need high performance and productivity to keep their business stable in winning the competition. The new layout can reduce the disadvantages of actual condition.

This research is useful for small- and medium-sized enterprises (SMEs) in Indonesia especially for home-food industry. The BLOCPLAN layout (as the recommendation) has displacement moment with reduction of 40 percent.

This research believed that it can help SMEs improve their productivity in producing cake and cookies in terms of better layout which can reduce worker movement and standardized working procedure. The design of the production facility layout is a method used to rearrange the production process area so that the distance between processes can be minimized. SOPs was provided as the direction and supervision of workers to work according to standards.

SOP design can support recommended layout as the reference on making the cake (product) to eliminate wastes, which are motion/movement (alternating in production process flow) and long waiting time due to process delays.

Facility structures in liquefied natural gas (LNG) plants require tremendous amounts of scaffolding to facilitate relevant industrial operation and maintenance. As such, the productivity of scaffolding operations in turnaround maintenance (TAM) has attracted much attention in recent years. In addition, health and safety issues have been recognised as a key contributor along with productivity improvement in the LNG industry. This study aims to integrate work posture analysis into value stream mapping to achieve an optimised and balanced improvement in both productivity and health and safety.

A case study approach is adopted to integrate lean and work posture analysis in a TAM site. The lean improvement is conducted through value stream mapping, and the work posture analysis is conducted through the Ovako Working Posture Analysis System method. A three-step optimisation strategy is then developed for achieving optimised performance in waste reduction and work posture improvement.

It is found that the implementation of value stream mapping can help eliminate waste in the installation process, therefore eliminating potential health and safety risks. However, health and safety of onsite workers does not always improve as lean implementation intensifies. There is an optimised erection schedule that has the lowest health and safety risk within a waste reduction target.

In contradiction to previous studies, which rely on qualitative assessment to identify the a positive correlation between lean and health and safety, this study reveals the distinct difference between lean attributes and health and safety attributes through a quantitative assessment and is more readily to be implemented at the site level for simultaneous improvement in lean and health and safety.

This study aims to improve productivity and customer satisfaction through lean manufacturing for metals and engineering industries. Its aims also to understand the concept of lean manufacturing, various tools and techniques of lean, lean implementation benefits and barrier toward its implementation. Then, on the basis of the result, a conceptual frame work was developed to reduce the existing gaps.

Lean thinking is one of the methods that can bring productivity and customer’s demand improvement for manufacturing and service giving industries. To arrive at the lean thinking productivity improvement and customer satisfaction of the sector (MEIs), intensive literature review and secondary data investigation were conducted.

Articles and secondary data related to the case were reviewed and found the existing gaps. The gaps identified such as missing energy waste, space waste and material waste, waste of knowledge or talents. In addition to the 5 S of kaizen, this study added safety as the sixth on the existing Kaizen’s strategies. In lean practice, managers give priority to waste reduction and ignore the product quality aspect, which lead to dissatisfaction among customers. Fragmented implementation of lean manufacturing and the conflict between human resource waste and unemployment were reconciled in this study. A model that can improve productivity and increase customer satisfaction was developed. Solutions to alleviate the problems and speed up development were forwarded.

This study focused solely on the manufacturing industries of developing countries, specifically deals with basic metals and engineering industries. In addition to this, the research didn’t take a case study on a specific firm as it is a literature review.

The findings of this study emphasized that lean manufacturing is the key for wise resource utilization, which enables a firm for cost, lead time and waste reductions on one hand and productivity and flexibility improvements on the other. To the end, lean can bring sustainable development and bright images to firms, and wellbeing life to workers together with customer satisfaction.

The gaps that have not been identified by other researchers were clearly discussed, and on the basis of the gaps, a new conceptual model was developed. This is useful to basic metals and engineering industries in overcoming resource-limitation problems by eliminating wastes.

Waste is defined as anything other than the minimum amount of resources which are absolutely essential to add value to the product. Resources include equipment, parts, materials, space, energy, worker′s time, and so on. Explores six types of waste which are relevant to all types of operations. Presents ways to eliminate all six. Uses examples relevant to both manufacturing and services. Provides summary implications. Concludes that a systematic and continuous identification and elimination of waste should be used to increase efficiency, improve productivity and enhance competitiveness.

Seeks to extend the traditional understanding of productivity by more closely coupling task and behavioral elements of work within the bounds of 1890s mass production principles and 1990s lean production principles. Comparisons are made between common batch and queue manufacturing methods and the typical behaviors exhibited by people in the workplace which are known to be deficient in their ability to establish trust and gain commitment. A new model for leadership and organizational behavior based upon the philosophy and practice of lean production is presented, and contains concrete symbols rooted in behavioral science, philosophy, economics, and industrial engineering. The practice of lean behaviors is shown to be an essential element for producing healthy work environments that can lead to economic growth, as well as help businesses sustain efforts to become lean producers. The principal focus is on how individuals can consistently behave in ways that create value, with the goal of eliminating waste in both intra‐ and interpersonal relationships. Also included are guidelines to facilitate the selection and development of people that possess basic capabilities for eliminating waste in their thoughts and actions.

Compares and contrasts the organizational routines and outcomes of businesses that are managed using practices grounded in batch‐and‐queue and lean production. The former is shown to be poor at providing senior management with timely and accurate information, thus obscuring or altering business realities, while the latter results in greater clarity and improved responsiveness to changing market conditions. It proposes that the primary work of the investment analyst should change to “muda analyst”, whose focus is the elimination of waste in business processes between internal and external stakeholders, while the traditional work of investment analysts is positioned as a secondary activity. Identifies different types of questions to ask senior management in order to assess the underlying business and leadership practices.

This study maintains that there is a need for proper execution of coordination mechanisms as a means to reduce waste. The purpose of this paper is to explore the relationship between the coordination of activities and resources on the one hand, and the occurrence of different types of waste on the other.

The empirical context of this paper is a case study at a Swedish construction company that has applied the industrialised housing concept; a concept which has increased in popularity in recent years. The core concept of industrialised housing means that houses are (more or less) pre‐manufactured in specific production units, i.e. factories, and thereafter assembled on‐site.

The analysis highlights the importance of having the right type as well as the right amount of coordination. In addition, obstacles and challenges for proper coordination are discussed.

Even if not all waste can be explained and eliminated by appropriate coordination, this research shows that coordination theory provides lean researchers with a new tool for analysis of the supply chain and how waste can be eliminated.

The purpose of this paper is to introduce a step‐by‐step implementation framework for lean product development (LPD), from the marketing research on product development process, product design to the launch of final production.

The research approach taken in this paper is built around the primary industry cases, practical approaches and partial solutions available within the existing literature.

The most recent improvement of LPD, from the authors' perspective, focuses on tools and implementation for LPD. In this paper, a detailed step‐by‐step implementation is given after the framework is introduced. Led by value and waste analysis in product development, different tools and techniques which can be used to eliminate wastes were discussed briefly, and then the implementation from Doing the Right Thing to Doing the Right Thing for company transition to lean were proposed elaborately.

Due to time and economic environment limitations, the authors have not covered and implemented this approach in all existing different environments to ensure that it is robust.

The approach described here seeks to overcome other frameworks' weaknesses in terms of the realistic aspect and feasibility, and combines more existing best practice from industry, consultancy and academia into a step‐by‐step framework for the achievement of effective LPD.

Increased demand and the pressure to reduce health-care costs have led to longer waiting time for patients to make appointments and during the day of hospital visits. The purpose of this study is to identify opportunities to reduce waiting time using lean techniques and discrete-event simulation (DES).

A five-step procedure is proposed to facilitate the effective utilization of lean and DES to improve the performance of the Otolaryngology Head and Neck Surgery Outpatient Clinic at Cleveland Clinic Abu Dhabi. While lean techniques were applied to reduce the potential sources of waste by aligning processes, a DES model was developed to validate the proposed solutions and plan patient arrivals under dynamic conditions and different scenarios.

Aligning processes resulted in an efficient patient flow reducing both waiting times. DES played a complementary role in verifying lean solutions under dynamic conditions, helping to plan the patient arrivals and striking a balance between the waiting times. The proposed solutions offered flexibility to improve the clinic capacity from the current 176 patients up to 479 (without violating the 30 min waiting time policy) or to reduce the patient waiting time during the visit from the current 33 min to 4.5 min (without violating the capacity goal of 333 patients).

Proposing and validating lean solutions require reliable data to be collected from the clinic and such a process could be laborious as data collection require patient and resource tracing without interfering with the regular functions of the clinic.

The work enables health-care managers to conveniently conduct a trade-off analysis and choose a suitable inter-arrival time – for every physician – that would satisfy their objectives between resource utilization (clinic capacity) and average patient waiting time.

Successful implementation of lean requires a supportive and cooperative culture from all stakeholders involved.

This study presents an original and detailed application of lean techniques with DES to reduce patient waiting times. The adopted approach in this study could be generalized to other health-care settings with similar objectives.