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1 – 10 of over 1000
Article
Publication date: 1 June 2010

Bhim Singh, S.K. Garg and S.K. Sharma

The extant literature fails to provide an efficient method to measure leanness of any manufacturing firm. The purpose of this paper is to discuss the concept of leanness

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Abstract

Purpose

The extant literature fails to provide an efficient method to measure leanness of any manufacturing firm. The purpose of this paper is to discuss the concept of leanness and to provide an efficient measurement method for measuring leanness.

Design/methodology/approach

Measurement method is based on the judgment and evaluation given by leanness measurement team (LMT) on various leanness parameters such as supplier's issues, investment priorities, Lean practices, and various waste addressed by lean and customers' issues. Further fuzzy set theory is introduced to remove the bias of human judgment and finally defuzzification is done and results are presented in the form of leanness index.

Findings

Leanness indices have been developed and presented separately on 100 points scale for all parameters of leanness i.e. LISuppliers = 47.98, LIInvestment = 50.66, LIpractices = 58.38, LIWaste = 60.01, LICustomers = 47.1.

Research limitations/implications

This leanness measurement method used the views of experts and may contain human judgment error.

Practical implications

It will be helpful to both academician and practitioners as an assessment tool for evaluation of lean status of any industry utilized.

Originality/value

Leanness measurement method based on judgment of experts is used first time for evaluation of leanness.

Details

Measuring Business Excellence, vol. 14 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 14 October 2021

Luciano Costa Santos, Lívia Maria Albuquerque Reul and Cláudia Fabiana Gohr

Developing a lean supply chain is a continuous improvement effort, so it requires tracking the implementation progress by assessing the achieved level of leanness

Abstract

Purpose

Developing a lean supply chain is a continuous improvement effort, so it requires tracking the implementation progress by assessing the achieved level of leanness. However, lean supply chain practices depend on firm-to-firm relationships and an assessment method should consider these network interactions. Given the absence of such a method, this study aims to propose an alternative approach for assessing the leanness level of supply chains.

Design/methodology/approach

The authors extracted 18 typical lean supply chain practices from the literature, constituting the leanness assessment parameters. Then, the authors developed an assessment method based on the graph-theoretic approach due to its properties of capturing the interdependencies between elements of a system. The authors tested the proposed method in an automotive supply chain, selecting the focal firm and three of its first-tier suppliers.

Findings

The authors positioned partial and overall results in a visual classification scale and the supply chain presented a moderate leanness level. After empirical testing, the proposed method demonstrated its practical feasibility.

Research limitations/implications

This paper contributes to the literature with a novel approach for supply chain leanness assessment. However, to increase its generalizability, it would be beneficial to test the method in non-automotive supply chains, extending the assessment scope to downstream firms and second-tier customers and suppliers.

Practical implications

For practitioners, this paper provides a self-assessment tool to monitor the supply chain leanness and set priorities for improvement.

Originality/value

Besides tackling the interrelationships between firms, the proposed method considers the interdependencies between lean practices, providing partial and overall feedback to enable a systemic assessment.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 16 September 2021

Moustafa Elnadi and Essam Shehab

Numerous leanness assessment models were developed for both manufacturing and service sectors. However, little research effort was made to provide an instrument that can…

Abstract

Purpose

Numerous leanness assessment models were developed for both manufacturing and service sectors. However, little research effort was made to provide an instrument that can be used to measure the leanness level of the product-service system (PSS). This paper aims to propose an index to assess the leanness of PSS in a UK manufacturing company.

Design/methodology/approach

The development of the assessment model was carried out through an iterative process. Commencing from existing literature on lean manufacturing assessment and lean service assessment, the initial model for assessing PSS leanness was developed. This initial model was refined via two consecutive phases. The first one includes semi-structured interviews with academic researchers involved in lean projects where their comments were considered. In the second phase, semi-structured interviews with several experts working in different UK manufacturing industries and involved in lean and continuous improvement projects were conducted to reach the final assessment model. After developing the model, the next step was identifying a suitable company for applying the model. The case company was selected because of its commitment to implement lean practices and its ability to participate in this study. After that, data was collected from the case company and the PSS leanness index was calculated using a multi-grade fuzzy approach. Finally, areas for further improvement were identified and the results obtained were validated.

Findings

The PSS leanness index computed for the case company indicates that the service offering process provided by the company is generally lean. Areas for further improvement were identified.

Research limitations/implications

This study focussed on a single case company and is based on the experts’ opinions; this may tend to be biased. However, future studies will be performed to multiple-case studies to enhance findings and more empirical research will be conducted to catch more insights into PSS leanness.

Practical implications

This paper provides guidelines to manufacturing companies’ managers for measuring the PSS leanness index and planning for the future. This index gives information regarding the degree of lean adoption in the service offering process and identifying the gap between the current PSS leanness level and the desired state.

Originality/value

The proposed model has been developed by the opinion of academicians and industry experts. The proposed model can provide guidelines and directions for managers for PSS leanness assessment.

Details

International Journal of Lean Six Sigma, vol. 12 no. 5
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 17 August 2021

Bowon Kim and Jaeseog Na

This study examines whether the behavioral attributes, such as overconfidence, of chief executive officers (CEO) and chief operating officers (COO) affect firm's inventory…

Abstract

Purpose

This study examines whether the behavioral attributes, such as overconfidence, of chief executive officers (CEO) and chief operating officers (COO) affect firm's inventory leanness. If they do, how are they interacting with each other? Moreover, incorporating market competition into the analysis, this study explores how the competition moderates the relationship between managerial overconfidence and inventory leanness.

Design/methodology/approach

Using a large panel data of US manufacturing firms between 1998 and 2015, this study measures top managers' overconfident characteristics using stock option information. Then, a panel regression analysis is adopted to test the effects of managerial overconfidence on inventory leanness. Moreover, a moderation model is applied to investigate the interaction effects of market competition.

Findings

Firms with overconfident COOs (CEOs), other circumstances being equal, increase (decrease) the inventory leanness as the market becomes more competitive.

Practical implications

The study suggests that firms should understand top managers' behavioral characteristics to manage inventory efficiently. Collectively, CEOs (COOs) tend to increase (decrease) inventory levels due to their overconfidence as the market gets competitive. Firms should establish a systematic process to be reviewed by diverse stakeholders to deal with managerial overconfidence.

Originality/value

This study is an exploratory study that examines whether and how top management's behavioral attribute relates to a firm's operations performance. It underlines that CEO and COO's overconfident characteristics determine the inventory leanness when market competition is considered. Numerous studies on firm-level strategies emphasized the top managers' overconfidence as a key factor. However, behavioral characteristics at the top management level have rarely been studied in operations management fields. Based on the results, scholars could compare and understand the effects of CEO and COO overconfidence to provide insights into inventory management.

Details

Journal of Manufacturing Technology Management, vol. 33 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 25 October 2018

Abdulaziz Marzouq Almutairi, Konstantinos Salonitis and Ahmed Al-Ashaab

Numerous and diverse organizations have implemented lean principles and practices, which concentrate on improving the efficiency of business processes by reducing cost…

Abstract

Purpose

Numerous and diverse organizations have implemented lean principles and practices, which concentrate on improving the efficiency of business processes by reducing cost, waste, consumptions and effort. However, previous assessments have not focused on the leanness of the supply chain in a health-care setting. This paper aims to introduce a method for assessing the successful implementation of lean principles and tools in a supply chain. Furthermore, this paper validates the method in a health-care organization.

Design/methodology/approach

This paper starts with an extensive literature review on assessing leanness and using multi-grade fuzzy logic. Then, a conceptual model was developed to measure leanness. The conceptual model was validated by discussing the initial version with select academic experts, especially those who deal with leanness in health-care organizations. After responding to the experts’ valuable comments, the health-care organization that is the focus of this case study was chosen based on two criteria. The first criterion was the organization’s ability to participate in the study, and the second was the organization’s commitment to implementing lean principles. These criteria were important to ensure the organization had the necessary foundation for implementing change initiatives such as lean process improvements. Next, a multi-grade (multi-attributes) fuzzy logic was used for leanness measurement. A leanness index was calculated, and the results were validated using experts from the case study organization. Finally, the weaker areas of the organization’s processes were identified to point the way for further improvements.

Findings

The assessment indicated that the case study organization is not lean. The organization’s weaker attributes were identified, and improvements have been suggested.

Research limitations/implications

This study focused on a single health-care organization, which was selected from a limited pool of potential organizations, namely, organizations which are accredited by both the Saudi Central Board for Accreditation of Healthcare Institutions and the Joint Commission International. The scope of future research should be extended to multi-case studies to enhance the findings presented in this paper. This paper’s findings can be used to help decision-makers at health-care providers to implement lean thinking in supply chain processes.

Practical implications

This research may be interest to practicing supply chain managers, as it proposes what enablers, factors and attributes should be emphasized in lean implementation. The proposed model can work as an assessment tool to identify the gap between the present level of leanness and the desired leanness state so the health-care organization can identify what can be improved. This model enables decision-makers in hospital supply chain to take suitable actions for improving lean implementation level.

Originality/value

This study makes an original contribution to the body of research concerning lean principles; the study developed a conceptual model for leanness assessment that can be applied to the supply chain of health-care organizations. Indeed, the conceptual model is likely to be useful for assessing leanness outside of the health-care field, which suggests avenues for future research.

Details

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

Keywords

Article
Publication date: 1 October 2005

T.C. Papadopoulou and M. Özbayrak

Although leanness is certainly not a new concept it is doubtless still relevant. Interestingly, newly developed manufacturing paradigms and systems are always examined in…

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Abstract

Purpose

Although leanness is certainly not a new concept it is doubtless still relevant. Interestingly, newly developed manufacturing paradigms and systems are always examined in relation to leanness. In other words, leanness serves in most cases as the landmark paradigm with which comparisons are being drawn between the latter and recently pioneered approaches. The purpose of this paper is to highlight the evolutional orbit that leanness has followed over the years and serve as a herald of the current state of this evolution, which will be discussed further, in a separate paper.

Design/methodology/approach

A great part of this paper is devoted to highlighting the misconceptions surrounding issues such as what leanness really constitutes and what are the key concepts and practices that leanness encompasses. Two successful lean transition stories are presented showing how these lean tools and techniques were implemented in the cases of two UK‐based manufacturing companies.

Findings

Because of its inherently dynamic nature, leanness has undergone and still is undergoing a process of continuous and never‐ending evolution, the current state of which is expressed in the form of the lean enterprise model. Nevertheless, despite the undiminished attention and interest for leanness, the literature has failed to keep track of this evolution. For this reason a significant proportion of the literature relies on a rather antiquated vision of leanness.

Originality/value

The paper reviews two major waves of literature criticising leanness with the first focusing on its social aspects and the second questioning its universality mainly with respect to its limited applicability in high variety‐low volume production systems.

Details

Journal of Manufacturing Technology Management, vol. 16 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 7 March 2016

R. Vidyadhar, R. Sudeep Kumar, S. Vinodh and Jiju Antony

– The purpose of this paper is to present a conceptual model and application of fuzzy logic for leanness assessment in small and medium enterprises (SMEs).

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Abstract

Purpose

The purpose of this paper is to present a conceptual model and application of fuzzy logic for leanness assessment in small and medium enterprises (SMEs).

Design/methodology/approach

Lean manufacturing enables the manufacturing organizations to achieve streamlined processes. Leanness is the performance measure of lean practices. A conceptual model for leanness assessment in the context of SMEs is developed, and fuzzy logic approach has been used for leanness assessment.

Findings

The approach computes Fuzzy Leanness Index (FLI), Euclidean distance and Fuzzy Performance Importance Index for various leanness attributes. FLI is found to be (4.42, 6, 7.64), and the organization is found to be “Very Lean”.

Research limitations/implications

The case study has been conducted in a single manufacturing organization. In future, more studies could be conducted to enhance the practical validity.

Practical implications

The case study has been conducted in an SME located in Coimbatore, India. Hence, the inferences derived from the study have practical validity.

Originality/value

The development of conceptual model for leanness assessment for SMEs is the original contribution of the authors.

Details

Journal of Engineering, Design and Technology, vol. 14 no. 1
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 21 February 2018

Narpat Ram Sangwa and Kuldip Singh Sangwan

The purpose of this paper is to review various themes of leanness, leanness assessment approaches, leanness assessment areas, and their evolution by a systematic…

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Abstract

Purpose

The purpose of this paper is to review various themes of leanness, leanness assessment approaches, leanness assessment areas, and their evolution by a systematic literature review (SLR).

Design/methodology/approach

The eight types of literature review methodologies are identified and compared. The SLR is selected after critically analyzing the eight types of literature reviews. A four-phased SLR (i.e. plan, do, analyze/synthesize, and propose) has been carried out based on the peer-reviewed journal and conference articles on leanness assessment.

Findings

The existing literature on leanness assessment shows the lack of review-based papers on lean assessment. This study attempts to build a two-fold contribution to the field of leanness assessment: first, various types of themes, approaches, and assessment areas are identified; second, a framework for leanness assessment is proposed. The study shows that the research on leanness assessment is mainly empirical using qualitative judgment. The paper traces the changes in scope, areas, and approaches to leanness assessment. The scope of leanness assessment broadened from manufacturing process assessment to whole supply chain assessment including manufacturing process. The focus of earlier assessment was manufacturing and financial areas which now includes human resource, administration, new product development, suppliers, and customers also. Tool and technique based assessment has given way to outcome-based assessment using non-financial and qualitative parameters.

Research limitations/implications

One of the limitations of the study is that literature search was mainly focused on peer-reviewed articles published in English language only; therefore, some papers in others languages may have been missed. Apart from this, the SLR has been conducted for the manufacturing sector only.

Practical implications

The study is expected to be useful for the lean practitioners to identify the causes of reported lean failures. Moreover, the authors also expect that the conducted SLR will provide the passage to the practitioners for not only fostering the concepts on leanness assessment but also provide the vital and significant knowledge about the leanness assessment to the managers for enhancing organizational performance.

Originality/value

As per the authors’ knowledge, this is the first SLR on leanness assessment. It is expected that this paper will help the researchers working in the area of lean manufacturing to identify new areas of research.

Details

Journal of Manufacturing Technology Management, vol. 29 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 15 December 2017

Maryam Lotfi and Soroosh Saghiri

Regarding today’s volatile and turbulent markets accompanied by natural disasters and political upheavals, being resilient has become crucially important for many firms…

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Abstract

Purpose

Regarding today’s volatile and turbulent markets accompanied by natural disasters and political upheavals, being resilient has become crucially important for many firms. It is widely accepted that the firm’s operations need to be cost efficient as well as customer responsive. Lean and agile have been proven to be pertinent strategies toward efficiency and responsiveness. But the operations also need to be resilient against disruptions to quickly return to their original state or even a better one. While the question of how leanness and agility impact operational performance outcomes has been researched, the question of how resilience can boost operational performance outcomes is yet to be investigated. The purpose of this paper is to show how resilience is distinguished from leanness and agility. It then examines the impact of resilience, along with leanness and agility, on operational performance outcomes.

Design/methodology/approach

A structural model is drawn up based on the literature to relate lean, agile and resilient practices to performance outcomes. Leanness, agility and resilience are measured through bundles of practices and operational performance outcomes are measured in terms of cost, quality, delivery, flexibility and time to recovery. The model is tested using SPSS 19 and AMOS 19 based on the data collected via survey from a sample of 151 automotive parts suppliers.

Findings

The results show that a higher level of resilience will lead to a better performance in terms of delivery, cost and time to recovery, while it does not have a significant impact on flexibility performance. Regarding leanness, the results confirm that lean operations positively affect cost, delivery and flexibility performances. The results also reject the hypothesis stating that higher level of leanness will lead to worse recovery performance, inferring that higher level of leanness leads to better time to recovery performance (i.e. helps time to recovery reduction).

Originality/value

The present research emphasizes the importance of operations resilience and demonstrates its contribution, alongside leanness and agility, to operational performance. The developed structural model contributes to the nascent theories around resilience, and the use of empirical data makes the results valuable practically. This may inform operations strategy decisions in terms of the results expected from resilience, leanness and agility.

Details

Journal of Manufacturing Technology Management, vol. 29 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 3 October 2016

Gopalakrishnan Narayanamurthy and Anand Gurumurthy

The purpose of this paper is to describe a leanness assessment methodology that takes into account the interaction between lean elements for computing the systemic leanness

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Abstract

Purpose

The purpose of this paper is to describe a leanness assessment methodology that takes into account the interaction between lean elements for computing the systemic leanness and for assisting continuous improvement of lean implementation.

Design/methodology/approach

Key elements determining the leanness level were identified by reviewing the relevant literature and were structured as a framework. Graph-theoretic approach (GTA) was used as the assessment methodology for its ability to evaluate the interaction between the elements in the developed framework.

Findings

Interactions between the lean elements were configured. Application of the proposed GTA for assessing systemic leanness was demonstrated. Scenario analysis was performed and a scale was developed to assist firms in comparing their systemic leanness index.

Research limitations/implications

This paper is unique in developing an assessment approach for measuring the systemic leanness. In addition, this study explains how the implementation of lean thinking (LT) in a value stream can be continuously improved by proposing a systemic leanness index that can be benchmarked. The proposed approach to measure systemic leanness can be tested across different value streams in future for extending its generalizability.

Practical implications

Proposed framework and leanness assessment approach presents an innovative tool for practitioners to capture the systemic aspect of LT. Proposed assessment approach supports practitioners in achieving continuous improvement in lean implementation by revealing the lean elements that need to be focused in future.

Originality/value

Study introduces a new perspective for LT by studying the importance of interactions between the lean elements and by incorporating them to assess the systemic leanness.

Details

Journal of Manufacturing Technology Management, vol. 27 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

1 – 10 of over 1000