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Book part
Publication date: 20 November 2023

Esmir Demaj and Denis Mehillaj

Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can…

Abstract

Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can observe proper implementation of lean manufacturing tools and practices such as just-in-time, work teams, cellular manufacturing, lean layout, etc. The goal of lean production is to minimize the waste producing activities while offering the same or enhanced quality to customers.

The aim of this research is to investigate the implementation degree of lean manufacturing and its tools and practices focusing on the case of an SME in Albania as a concrete example. Higher attention is given to some of the pillars of lean manufacturing such as just-in-time and cellular manufacturing.

In this case study, researchers observed a variety of features of lean production. Just-in-time was implemented to a certain extent and cellular manufacturing at a more surprising level, which was facilitated especially by the U-shaped facility layout designs observed during the site visits. The value stream mapping showed a proper group technology in place and the management displayed signs of engagement and future advancement desire regarding this philosophy.

Details

Digitalization, Sustainable Development, and Industry 5.0
Type: Book
ISBN: 978-1-83753-191-2

Keywords

Book part
Publication date: 28 October 2021

Lawrence P. Grasso and Thomas Tyson

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy…

Abstract

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.

Article
Publication date: 10 November 2022

Mario Ferrer, Erick Calvo and Ricardo Santa

The purpose of this paper is to identify the factors that promote the successful adoption of lean practices in manufacturing firms operating in developing economies in South…

Abstract

Purpose

The purpose of this paper is to identify the factors that promote the successful adoption of lean practices in manufacturing firms operating in developing economies in South America.

Design/methodology/approach

Based on the results obtained from using structural equation modeling to analyze the collected data, the authors argue that manufacturing organizations need to identify the factors that assist in successfully adopting lean practices in manufacturing firms operating in developing economies in South America. A dataset of 1,809 responses, gathered from manufacturing firms as part of the World Management Survey, was used to find support for the proposed hypotheses.

Findings

Several hypotheses were tested finding that lean practice success factors such as organizational targets proved to have a significant and positive relationship with the mediating factor, performance management. Likewise, performance management was also found to have a significant and positive relationship with lean practices adoption. Human capital management (HCM) has a significant but negative predictive relationship with lean practices.

Research limitations/implications

The empirical results of this study provide valuable managerial insights. The results are therefore limited to the economies analyzed and to the variables surveyed as part of the World Manufacturing Survey research.

Practical implications

The results of this research provide a starting point for researchers to continue studying the key lean practice factors and relationships in the achievement of improved performance management, thereby helping managers in developing strategies to improve the lean capabilities of their practices. This, in turn, will increase the organization's competitive advantage sustainably.

Originality/value

This paper identifies and tests the impact of key factors on successful lean practices adoption in South American organizations in the manufacturing sector.

Details

The TQM Journal, vol. 35 no. 7
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 8 November 2022

Sudhanshu Joshi, Manu Sharma, Shalini Bartwal, Tanuja Joshi and Mukesh Prasad

The study proposes to determine the impending challenges to lean integration with Industry 4.0 (I4.0) in manufacturing that aims at achieving desired operational performance…

Abstract

Purpose

The study proposes to determine the impending challenges to lean integration with Industry 4.0 (I4.0) in manufacturing that aims at achieving desired operational performance. Integrating lean and Industry 4.0 as the two industrial approaches is synergetic in providing operational benefits such as increasing flexibility, improving productivity, reducing cost, reducing delivery time, improving quality and value stream mapping (VSM). There is an urgent need to understand the integrated potential of OPEX strategies like lean manufacturing and also to determine the challenges for manufacturing SMEs and further suggest a strategic roadmap for the future.

Design/methodology/approach

The current work has used a combined approach on interpretative structural modeling (ISM) and fuzzy Matrice d'impacts croisés multiplication appliquée á un classment (MICMAC) approach to structure the multiple level analysis for the implementation challenges to integrate OPEX strategies with Industry 4.0.

Findings

The research has found that the indulgence of various implementation issues like lack of standardization, lack of vision and lack of trained support, all are the major challenges that inhibit the integration of OPEX strategies with I4.0 technologies in manufacturing.

Research limitations/implications

The research has investigated the internal factors acting as a roadblock to lean and Industry 4.0 adoption. Further studies may consider external factors to lean and Industry 4.0 implementation. Also, further research may consider other operational excellence approaches and extend further to relevant sectors.

Practical implications

This study provides the analysis of barriers that is useful for the managers to take strategic actions for implementing OPEX strategies with I4.0 in smart manufacturing.

Originality/value

The research determines the adoption challenges towards the integrated framework. This is the first study to explore challenges in integrating OPEX strategies with I4.0 technologies in manufacturing SMEs.

Details

The TQM Journal, vol. 36 no. 1
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 14 March 2023

Naveen Kumar, Arshdeep Singh, Sahil Gupta, Mahender Singh Kaswan and Maninder Singh

The purpose of this study is to identify the prominent research constituents in the domain of integration of Lean manufacturing and Industry 4.0 techniques and analyze the…

Abstract

Purpose

The purpose of this study is to identify the prominent research constituents in the domain of integration of Lean manufacturing and Industry 4.0 techniques and analyze the intellectual structure among them.

Design/methodology/approach

A bibliometric analysis of articles based on Donthu et al. (2021a) has been adopted to conduct a systematic review of the integration of Lean manufacturing and Industry 4.0 using the Scopus database.

Findings

The co-citation analysis and bibliographic coupling depicted three clusters and themes around which the research related to the integration of Lean manufacturing and Industry 4.0. Publications related to the topic have majorly focused on the development of conceptual models and frameworks for integrating Lean manufacturing and Industry 4.0, analyzing the compatibility between the two techniques for better implementation of one another and the techniques' combined impact on operational performance.

Originality/value

Most of the review studies related to the domain of integration of Lean manufacturing and Industry 4.0 have adopted a systematic literature review methodology. The present study has tried to infer the intellectual framework of the research being conducted in the said domain using the bibliometric analysis to identify the prominent research constituents in the field and examine the intellectual relationship between them.

Details

The TQM Journal, vol. 36 no. 1
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 1 January 2012

Boppana V. Chowdary and Damian George

The current good manufacturing practices (cGMP) are followed in the pharmaceutical sector to ensure that products are consistently produced and controlled to the appropriate…

10381

Abstract

Purpose

The current good manufacturing practices (cGMP) are followed in the pharmaceutical sector to ensure that products are consistently produced and controlled to the appropriate quality standards as required by the marketing agencies. The purpose of this paper is to share improvement experiences due to implementation of lean principles combined with cGMP in a pharmaceutical company.

Design/methodology/approach

To conduct the study, an intensive review of literature has been conducted. For analysis of the problems existing in the selected production line, the 5‐whys methodology was followed. The current state value stream map (VSM) has been developed after making several company visits and necessary computations. For improvement of the system, various lean strategies have been proposed and the future state VSM developed.

Findings

The methodology assisted this company in reducing lead times, cycle times and WIP inventory in the manufacturing process. Furthermore, the storage area was reduced by 38 per cent and production staff was reduced by 50 per cent.

Practical implications

The prime purpose of a lean strategy is to eliminate wastes and to search for continuous improvement in processes. The proposed lean strategies indicated scope for improvement in production efficiency and effectiveness of manufacturing operations.

Originality/value

The guiding principle of cGMP is that quality is built into a product, and not just tested into a finished product. This paper makes several contributions to the pharmaceutical manufacturing company. The proposed lean strategies are considered to be highly valuable for implementation in similar manufacturing industries.

Article
Publication date: 2 July 2020

Charanjit Singh, Davinder Singh and J.S. Khamba

Green Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase…

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Abstract

Purpose

Green Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase the environmental and operational performance of manufacturing industries. However, there are some barriers to implement Green Lean in manufacturing industries. This paper aims to identify these barriers by reviewing the literature and analyze inter-relationships amongst selected barriers.

Design/methodology/approach

This paper deals with the identification of barriers to the adoption of Green Lean practices in manufacturing industries. Using the DEMATEL approach and using the insights of experts, a cause and effect relationship diagram was generated through which the effect of barriers was analyzed.

Findings

Twelve barriers were categorized in terms of cause and effect, and the interrelationships of barriers were also analyzed. Threshold value is calculated as 0.134 and the values lower than a were eliminated to obtain the digraph. “Resistance to change,” “lack of top management commitment” and “lack of training to employees” are the most prominent barriers on the basis of their prominent score.

Research limitations/implications

Analysis in the research is highly dependent on expert judgments and opinions may be biased. However, the initial matrix obtained from the experts is hindered by the ambiguity about some relationships. But this can be improved by using fuzzy and grey set theories. The barriers used for the analysis are not from a specific type of manufacturing industry.

Practical implications

The findings will help the manufacturing organizations to simplify the most important barriers, the least significant barriers and the relationships between these barriers. This Berlin knowledge will enable administrators to increase awareness of the barriers in Green Lean implementation. “The top management commitment” and “government support” are most important for the removal of barriers to Green Lean strategies.

Originality/value

Very few scholars have used the DEMATEL approach to examine the sequence of the barriers to Green Lean implementation. The present study attempts to incorporate the DEMATEL model to assess the sequence of barriers to the implementation of Green Lean. This study investigates the degree of influence of barriers on each other and categorizes the barriers into cause and effect groups. This study is also intended to pave the way for future research in the path of the elimination of barriers to Green Lean strategies.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 30 September 2014

Ana Beatriz Lopes de Sousa Jabbour, José Carlos Omodei Junior and Charbel José Chiappetta Jabbour

The purpose of this paper is to present the results of a success story involving the extending of lean manufacturing practices between a focal firm and its supplier, both located…

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Abstract

Purpose

The purpose of this paper is to present the results of a success story involving the extending of lean manufacturing practices between a focal firm and its supplier, both located in Brazil, thereby configuring a case of excellence.

Design/methodology/approach

An in-depth case study was conducted involving two companies: Company A, focal, leader in its segment, located in Brazil; and Company B, Company A's supplier, also located in Brazil.

Findings

Results indicate there are several mechanisms for extending lean manufacturing practices in the supply chain, such as workshops, training, and integrated teams. These mechanisms are shown and guidelines are also introduced for companies seeking to successfully extend lean manufacturing practices.

Originality/value

An original use of define, measure, analyze, improve, control for structuring the extending of lean manufacturing practices to suppliers and, consequently, the importance of the lean six-sigma relationship in this context. Furthermore, the guidelines introduced serve as a benchmark for other companies interested in the topic.

Details

Benchmarking: An International Journal, vol. 21 no. 6
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 26 June 2018

Ben Ruben R., S. Vinodh and Asokan P.

The contemporary manufacturing organizations recognize the importance of lean manufacturing as a tool to eliminate wastes, streamline processes and improve value addition. On the…

1816

Abstract

Purpose

The contemporary manufacturing organizations recognize the importance of lean manufacturing as a tool to eliminate wastes, streamline processes and improve value addition. On the other hand, such organizations also focus on the development of ecofriendly products and processes. In this context, lean manufacturing concepts provide a pathway for attaining sustainable benefits. This paper aims to present the state of art review on lean and sustainable manufacturing.

Design/methodology/approach

A total of 80 research papers on lean and sustainable manufacturing from various perspectives have been reviewed and their contributions are being presented. The perspectives include origin, definition, decision-making, performance measurement, product development and application for both lean and sustainable manufacturing.

Findings

Findings from the literature prove that both lean and sustainable manufacturing systems aim at improving the organizational performance and provide both operational and sustainable benefits. Also based on the studies, it has been found that integrated lean sustainable manufacturing system can be defined as a system that creates value for the customers by eliminating wastes consistently and adopting processes that are ecofriendly, economically viable and safe for the employees to produce green products that enhance the social performance.

Research limitations/implications

The present review considers the papers on lean and sustainable manufacturing based on certain perspectives. Peer-reviewed journal articles, and books are only being considered and reviewed. Articles and information from dissertation thesis, unpublished working papers and conference proceedings were excluded. In future, the study can be enhanced by considering more such perspectives that reflect the ideology and applicability of the selected themes. The practical perspectives of lean and sustainable manufacturing and their integration are also being presented.

Originality/value

This paper presents a review of lean and sustainable manufacturing and provides insights from different perspectives. The scope for their integration is also discussed. The contributions are original.

Details

International Journal of Lean Six Sigma, vol. 10 no. 1
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 12 September 2016

Muhammad Zeeshan Rafique, Mohd Nizam Ab Rahman, Nizaroyani Saibani, Norhana Arsad and Waqar Saadat

Lean manufacturing is one of the leading paradigms for fast and proficient manufacturing but its proper implementation is a foremost task due to certain barriers affecting lean

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Abstract

Purpose

Lean manufacturing is one of the leading paradigms for fast and proficient manufacturing but its proper implementation is a foremost task due to certain barriers affecting lean and can be handled when utilized with RFID technology. With this aspect in view, the purpose of this paper is to enlighten and present a thorough literature study that can show how RFID-based lean manufacturing is helpful for handling barriers affecting lean manufacturing in light of previous literature available.

Design/methodology/approach

In order to achieve this purpose a systematic literature review is conducted to justify the impacts of RFID technology for handling barriers. The aim of this systematic literature review is to initially find the barriers affecting lean implementation and then to explain the properties of RFID-based lean manufacturing which are highly feasible to handle detected barriers.

Findings

An interrelation is generated in this study which provides a clear indication that the properties of RFID carry significant effects to handle detected barriers in the operational, managerial and financial regime of manufacturing companies. The detected barriers that affect lean implementation are company’s cultures, top management commitment, poor employee administration, lack of finances, unbalanced inventory control, unstable customer handling and longer lead times. The properties of RFID-based lean manufacturing like operational visibility, inventory control, production control, minimized lead times and the real-time data information (to facilitate top management and employees on shop floor) are extremely helpful to control these barriers.

Originality/value

The originality of this study is the provision of clarity provided to both academicians and practitioners by citing and utilizing previous research studies which undoubtedly indicates positive impacts of RFID on lean implementation.

Details

Industrial Management & Data Systems, vol. 116 no. 8
Type: Research Article
ISSN: 0263-5577

Keywords

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