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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.

Despite the numerous implementations of process improvement approaches (PIAs) in new product development (NPD), the espoused benefits of PIAs are rarely realized in practice. This paper explores how managers' cognitive frames provide knowledge structures that affect the use of PIAs in the development of new products.

A qualitative multiple case study method was used to elaborate theory in relation to the use of PIAs in NPD. Four large multinational companies were selected. Interviews with informants from different functional specialisms were conducted, and internal and online documents were collected and analyzed.

Two main findings emerge. First, the authors identify three types of managers' cognitive frames: conflicting, paradoxical, and supporting. Second, these cognitive frames are found to influence managers' decisions over whether to promote, adapt or prevent the implementation of PIAs, sometimes in contrast with the managers' organization’s strategic intent.

This paper generates insights into the importance of managerial decision-making in determining the scope and depth of implementation of PIAs in NPD.

This study helps explain conflicting findings in the literature regarding the implementation and effects of PIAs in NPD by identifying managers' cognitive frames as a key factor. Moreover, the paper highlights managers' roles in shaping an organization's approach for managing contradictory goals and shows how an organizational frame may conflict and sometimes be displaced by individual managers' cognitive frames.

This study explores the impact of Industry Revolution 4.0 (IR4.0) on learning factory implementation in Universiti Malaysia Pahang (UMP). A learning factory is an action-oriented approach to teaching with participants acquiring competencies through structured self-learning processes in a production–technological learning environment. It integrates different teaching methods with the main objective of moving traditional teaching methods to become closer to real industrial problems. However, there is still limited information that can be used to evaluate the impact of IR4.0 on its implementation in UMP. Therefore, this study focuses on exploring the challenges faced by UMP in developing their learning factory and examines the effectiveness of UMP Learning Factory as a new teaching and learning process to support Industry 4.0.

First of all, identifying a problem was done, and information regarding the topic was obtained via research from various sources. Example of sources is online journals, books, the Internet and others. It is essential to understand the rationale behind why the research should be carried out as well as the objectives of the study in relation to the topic of interest. After that, a survey of the relevant literature was carried out to compile more pertinent material and run it through the lens of the selected subject. It makes the process of establishing a theoretical framework easier, and it also improves one's knowledge of the research being done. The next step in the process involves selecting responders based on the research. In order to calculate the appropriate sample size for this study, we must identify the entire population so that we can ensure that the findings we obtain are reliable. The entire population are first filtered based on the purpose of the research, and only then is it possible to establish the size of the needed sample of respondents. This research study's data gathering techniques consisted of five steps; however, in this particular study, the researcher only employed two approaches, which focused on individual interviews and semi-structured interviews, respectively. In order to address both the study purpose and the research questions, the interview questions that were developed were meant to relate to one another. During this interview procedure, the interviewees will have the option to elaborate or supply an increasing amount of pertinent data and information. Participants in the interview who have accumulated a significant amount of experience in the relevant sector are better positioned to provide both their personal and professional perspectives. The researcher will utilize audio to gather the script from the responder so that they may collect the data for analysis. The researcher is able to find the precise data analysis from the responses with the assistance of this programme. As a result, the researcher's question to the responders can be considered credible and genuine. Each respondent may read a particular question in the questionnaire in the same manner. As a result, although the question may be trusted, this fact is mostly irrelevant given that it lacks internal validity and hence does not make it possible to answer the research topic. In conclusion, the findings of this study are analysed, and conclusions are drawn from them.

In order to explore and answer research questions that are tailored to research objectives, the purpose of this study is to investigate such questions. The primary purpose of this study is to evaluate the influence that Industry 4.0 will have on the instructional methodology that will be utilized at UMP. Regarding the second aim, the purpose is to investigate the difficulties that the Universiti Malaysia Pahang encounters in the process of creating the Learning Factory. The final goal is to investigate how well UMP Learning Factory performs as a novel approach to education and training that is intended to assist Industry 4.0. The University of Malaya in Penang (UMP), which is widely regarded as one of the premier educational institutions of its kind in Malaysia, has recently implemented a learning factory as one of its pedagogical approaches. The university's deployment of the learning factory is very recent, and as such, there is room for improvement to make the most of the potential offered by this instructional approach. However, the findings of this research indicate that there is a favourable influence on both learning and teaching. The influence of the implementation of Learning Factory, which is becoming one technique of educational reform, is one of the most important factors to consider. According to the study's findings, UMP has successfully developed a learning factory that has a major influence on the learning process and is extremely good at what it does. The student benefits from an enhanced teaching and learning experience as a direct result of the contribution made by the learning factory. When it comes to generating a learning component based on the result, several obstacles have been identified. If UMP or other institutions intend to create a new learning factory, the problems might be considered factors to consider. In the teaching and learning process context, it has been demonstrated that a learning factory is particularly successful. The learning factory approach is one of the teaching techniques that makes the students understand better and have the experience of handling and controlling the equipment. Because this method introduces the hands-on approach, it is one of the teaching methods. The learning factory method is one that, in its most fundamental form, may be particularly beneficial for students to prepare themselves for the arduous process of joining the workforce. The classroom setting will be quite similar to that of a factory, and the student will improve their general collaboration. In addition to this, they will be able to operate machines and have knowledge regarding the machines that are found in the learning factory. The learning factory makes a significant contribution to the knowledge transfer process in UMP by facilitating the development of a deeper comprehension of certain bodies of information. When compared to more traditional methods of transferring information, the student will have a much easier time comprehending the material that is taught to them through the use of the hands-on learning technique.

This study gained some information about the impact of IR4.0 towards educational transformation, which is expected to give positive results. Basically, this research will provide further explanation about IR4.0 and educational transformation in UMP focus on learning factory. Generally, the implementation of IR4.0 in education will produce a positive result and help the students in the future. The result from this case study will hopefully be beneficial to society. The finding from this research will be used as references to all, especially top management and technical staff of UMP, for further understanding of the impact of the implementation of the learning factory. While conducting this research, seven respondents were selected from the two faculty with their own learning factories, Faculty of Industrial Management (FIM) and Faculty of Technology (FTEK). The researcher targeted lecturers and technical staff as their respondents. The overall result from the interview session was analysed. All the result is based on the interview answer to the researcher's question

The purpose of this paper is to gain insights about the applicability of Lean principles in software industry along with the Lean implementation issues.

Exploratory case studies have been carried out in five software companies. Data were collected by observation and semi-structured interviews with project managers. In this paper, case organizations are categorized as product vs project software development (SD) organization.

It is found that although Lean principles are being adopted in SD projects, application of all Lean principles is not visible. This research reveals that value and flow are more relevant in SD organizations, while value stream, pull and perfection are not conspicuous.

This paper would prove invaluable to lean practitioners and researchers to gain knowledge in lean SD. The paper puts forward the key issues that should be addressed for successful adoption of lean in SD. This study set out to determine the practitioners’ perception of the applicability of lean principles in SD projects. It provides a sound basis for further empirical research on adoption of lean principles in SD organizations.

The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices.

A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil.

The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture.

There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

The purpose of the paper is to demonstrate how Toyota deploys Lean Manufacturing and Toyota Production System (TPS) for their automotive parts’ suppliers in Philippines based on the case study and the literature review.

The methods to better understand how Toyota donates Lean Manufacturing to develop their suppliers include to review the general Lean thinking process and tools and study in depth the selected Lean manufacturing tools that are directly related with Toyota supplier development and to show the actual implementations base in the case of the supplier of Toyota in Philippines.

The result of the case study shows how Toyota donates their Lean manufacturing (TPS) methods to the suppliers. There are several procedures and various tools for the Lean process. But one procedure within the process and only some of the Lean tools are suitable for supplier development. The case shows that all improvements (Kaizen) during the Lean implementation should be directly intertwined onsite (Genba) and just a small amount of the Lean tools is needed in real-world situations. In other words, the consultation of the Lean implementation might not require the full package of the Lean implementations. More importantly, the consultations of the Lean implementation without deeply understanding the onsite are useless.

The project for the Lean deployment for supplier implementation is targeted to understand the full procedure from the start to the end, but the case in this paper is only covering the setup phase. As the suppliers of Toyota, there are additional parts to be implemented (i.e. shipping management), but it is not covered in this paper.

There are some researches about Lean implementation framework, and only few cases deal with the actual Lean implementations. But the case about the Lean implementation of supplier development initiation which aligned with the Toyota Company is unique.

Adopting lean principles can unleash several opportunities for firms seeking to increase the efficiency and effectiveness of their product development (PD) process. This study aims to investigate the implementation paths of lean tools in the innovation process of small and medium-sized enterprises (SMEs).

A set of 47 lean tools are identified from the literature and ascribed to the five lean thinking principles, i.e. Value, Map, Flow, Pull and Perfection. Their practical adoption – in terms of “when” and “how” – is then explored in a multiple case study of three SMEs in the manufacturing industry.

SMEs adopt multiple lean tools in different phases of their innovation process. They are still at the beginning of the holistic adoption of lean PD, but some core lean tools, such as A3 reports and visual management, are adopted systematically. Results reveal that specific sets of lean tools and supporting principles are more valuable in certain phases of SMEs innovation process. Specifically, the lean tools concerning the principle of Value and Map can enable the phases of Innovation inputs, Concept development and Solution implementation; the ones ascribed to Flow and Pull the phases of Concept development, Testing and experimentation, and Solution implementation; the Perfection tools to the final phases of Testing and experimentation, Solution implementation and Market introduction.

Results provide a reference for SMEs already adopting lean tools in their production process to be extended to the PD process, especially when the delivery of new products is pivotal. Innovative SMEs could evaluate the introduction of specific lean tools in one or more definite phases of their PD process.

The study contributes to the literature on the complementarity between lean and innovation by studying the context of SMEs with a process perspective, thus unveiling the potential paths of a widespread application of lean innovation in SMEs.

The paper aims to analyse the contextual relationship and dependency amongst enablers for lean manufacturing implementation in Bulgarian small and medium-sized enterprises (SMEs).

In this study, the interpretive structural modelling (ISM) technique was used to develop a hierarchical structural model for enablers. Also, the interpretive ranking process (IRP) was used to analyse and rank enablers with reference to performance variables. For the ISM approach, a structural self- integration matrix was developed with the help of experts’ suggestions and opinions. Cross-impact matrix multiplication applied to classification (MICMAC) analysis was used to analyse the relationship amongst enablers. A total of nine experts were chosen for collecting the primary data in which seven experts belong to the industry and two experts were academicians. The dominant relationship amongst the enablers was analysed through IRP modelling.

A total of 11 enablers were identified for the purpose of this study. The model shows that “leadership and commitment by management”, “human resource management”, “customer relation management”, “supplier relation management” and “information technology system” are the most significant enablers for lean implementation in Bulgarian SMEs as these are positioned at the bottom levels in ISM model. MICMAC analysis shows that five enablers fall in the independent factor, two enablers in linkage factor and four enablers in the dependant factor while there is no enabler in the autonomous factor. ISM and IRP models show that “continuous improvement” is an essential enabler for the successful implementation of lean in Bulgarian SMEs. This study also helps to explain the comparative analysis of ISM and IRP, which indicates that IRP is a more robust modelling approach than ISM, as it incorporates the relationship of enablers with performance variables.

ISM and IRP modelling approaches are based solely on expert opinions and responses. This limitation can be overcome with the help of empirical study.

This study supports the professionals/experts to prioritise and manage enablers at strategic and tactical levels while implementing lean manufacturing practices in Bulgarian SMEs. The models developed in the study will be helpful for practitioners to understand and analyse the interdependence of enablers for lean manufacturing implementation.

This study helps to identify and prioritise enablers that affect lean manufacturing adoption using ISM and IRP approaches. Literature shows that numerous authors have used the ISM approach but the use of IRP approach is limited. The models were developed in the study, totally dependent on data collected from the experts to ensure their real-life validity.

The purpose of this paper is to explore the implementation of lean within two contrasting UK-based organizations; a food manufacturer and a healthcare organization. The different contexts provide insight to the strategic desire for efficiency gains and tactical issues and challenges of lean execution and implementation.

The research questions developed from the review of the literature were tested using evidence from field-based, action research within a food manufacturer and a National Health Service organization. The reported contrasting case studies contribute to the longer term debate on the adoption and adaptation of lean-based “best practice” within organizations.

There are three primary findings: first, that the adoption of lean provides a strategic benefit, as well as providing a basis for a strategy of operational change; second, that partial, as opposed to full, adoption of lean occurs due to external organizational constraints, such as demand patterns, supplier unreliability, little expertise in deploying change programmes, etc.; and third, that a company will balance the adoption of the lean ideology against the financial costs and operational risks incurred in full adoption.

The conclusions drawn add substantially to the ongoing commentaries on aspects of lean, and develop interesting questions for future research regards the developed “Cycles of Lean Implementation” concept.

The conclusion proposes that partial implementation of the lean philosophy does not necessarily represent a conscious organizational choice, or any lack of conviction, but is representative of external constraints on the organization. This complements previous commentaries on appropriate strategies and develops interesting questions for future research into operational efficiency.

The purpose of this study is to investigate, report and interpret the true, original meaning of the Toyota Way Respect for People (RFP) principles as intended by their creators.

The investigation was conducted by means of a systematic literature review, and findings are reported in an RFP framework and interpreted by proposing a conceptual RFP lean implementation framework.

It was found that the literature on the subject is fragmented, though consistent, among various sources. No single framework was found that explained the RFP principles. The difference between and necessity for two value streams were discovered – a traditional product value stream that highlights problems and an additional people value stream that delivers people that can solve these problems. Furthermore, key emerging themes of RFP were found to be teamwork, develop and challenge people, motivation, develop people as problem-solvers, safety, remove waste and display people’s capabilities.

The conceptual RFP lean implementation framework remains untested. Future research should, therefore, focus on gathering empirical data concerning the applicability and validity of the proposed conceptual RFP lean implementation framework in different contexts.

The explanation of the two different value streams allows organisations to shift their focus towards developing employees’ career paths, which will subsequently contribute towards improved organisational performance. The conceptual framework can also assist managers in providing the necessary psychological support during the change process of lean implementation. Thus, the proposed implementation framework suggests how to show RFP during lean implementation by assisting organisations to have a more balanced focus between the lean tools and techniques and the human side of lean management.

A contribution is made to the prevailing lean implementation literature by reporting the true, original meaning of the RFP principles as a single recapitulated framework. Furthermore, a conceptual RFP lean implementation framework is proposed that incorporates these RFP principles, according them the significance they are due. This review offers an understanding of the people aspect of lean implementation and proposes a practical means of addressing this often-neglected factor. The RFP framework and the RFP lean implementation framework could, therefore, possibly assist organisations in achieving more successful lean implementations.