International Science Index
Lean Impact Analysis Assessment Models: Development of a Lean Measurement Structural Model
The paper is aimed at developing a model to measure the impact of Lean manufacturing deployment on organizational performance. The model will help industry practitioners to assess the impact of implementing Lean constructs on organizational performance. It will also harmonize the measurement models of Lean performance with the house of Lean that seems to have become the industry standard. The sheer number of measurement models for impact assessment of Lean implementation makes it difficult for new adopters to select an appropriate assessment model or deployment methodology. A literature review is conducted to classify the Lean performance model. Pareto analysis is used to select the Lean constructs for the development of the model. The model is further formalized through the use of Structural Equation Modeling (SEM) in defining the underlying latent structure of a Lean system. An impact assessment measurement model developed can be used to measure Lean performance and can be adopted by different industries.
Studying the Implementation of 5S System in Egyptian Garment Enterprises
This paper explores the implementation of 5S elements in the Egyptian garment enterprises. The paper depended on a survey questionnaire (established from Summit Business Solutions, New York) and observations to collect data from the respondents. The observations are based on the on-site visits and interviews with the managers, supervisors and labors. The enterprises divided into three groups according to the nature activity. The first group of enterprises encompassed 49.52% of the total samples, the second and third group of enterprises represented 50.48% The results of this research indicated to the influence of the nature activity in implementing 5S systems and conclude that sustain is a difficult element which involve encourage workers for developing and practicing a highly discipline. In addition the results demonstrate that although the enterprises may achieve a higher executing of 5S elements but it may realize a low coherence in implementation.
Identifying and Ranking Critical Success Factors for Implementing Leagile Manufacturing Industries Using Modified TOPSIS
Leagile is combination of both lean and agile system. Lean is concerned with less of everything i.e. less material, less time, less space, less manpower to produce a product, while agile is concerned with quick respond to customer demand and to reconfigure the system as soon as possible to meet the customer expectations well on time. The market is excessively competitive, so there is a dire need for the companies to adopt new and modern technologies with latest equipments. It has been seen that implementation of leagile system become tedious so the purpose of the paper is to find critical success factors (CSF) affecting leagile manufacturing system using literature review and rank them by using modified TOPSIS (Technique of order preference by similarity to ideal solution) technique.
Quantifying Key Factors Affecting Leagile Manufacturing System
In today’s market, striving hard has become necessary for the industries to survive due to the intense competition and globalization. In earlier days, there were few sellers and limited numbers of buyers, so customers were having fewer options to buy the product. But today, the market is highly competitive and volatile. Industries are focusing on robotics, advance manufacturing methods like AJM (Abrasive Jet Machining), EDM (Electric Discharge Machining), ECM (Electrochemical Machining) etc., CAD/CAM, CAE to make quality products and market them in shortest possible time. Leagile manufacturing system is ensuring best available solution at minimum cost to meet the market demand. This paper tries to assimilate the concept of Leagile manufacturing system in today’s scenario and evaluating key factors affecting Leagile manufacturing using digraph technique.
Effectiveness of Lean Manufacturing Technologies on Improving Business Performance: A Study of Indian Manufacturing Industries
Indian manufacturing firms operating in rapidly changing and highly competitive market, over the last few decades, have embraced organization-wide transformation to achieve cultural and operational excellence. In recent years, numerous approaches have been proposed to improve business and manufacturing performance. Lean practices in particular, Total Productive Management (TPM) and Total Quality Management (TQM) have received considerable attention, as they being adopted and adapted for raising the performance standard of Indian manufacturing firms to world class levels. The complementary nature of TPM and TQM is being practiced in many companies to achieve synergy. Specifically, this research investigates whether joint TPM-TQM implementation contribute to higher business performance when compared to individual implementation. Data from 160 manufacturing firms were analyzed that demonstrate synergetic implementation of both TPM-TQM practices over a reasonable period of time, contributed in delivering better business performance as compared to individual implementation strategy.
Analysis of Supply Chain Risk Management Strategies: Case Study of Supply Chain Disruptions
Supply Chain Risk Management refers to a set of strategies used by companies to avoid supply chain disruption caused by damage at production facilities, natural disasters, capacity issues, inventory problems, incorrect forecasts, and delays. Many companies use the techniques of the Toyota Production System, which in a way goes against a better management of supply chain risks. This paper studies key events in some multinationals to analyze the trade-off between the best supply chain risk management techniques and management policies designed to create lean enterprises. The result of a good balance of these actions is the reduction of losses, increased customer trust in the company and better preparedness to face the general risks of a supply chain.
Optimization of Lean Methodologies in the Textile Industry Using Design of Experiments
Industries in general have a lot of waste. Wool textile company, Baniwalid, Libya has many complex problems that led to enormous waste generated due to the lack of lean strategies, expertise, technical support and commitment. To successfully address waste at wool textile company, this study will attempt to develop a methodical approach that integrates lean manufacturing tools to optimize performance characteristics such as lead time and delivery. This methodology will utilize Value Stream Mapping (VSM) techniques to identify the process variables that affect production. Once these variables are identified, Design of Experiments (DOE) Methodology will be used to determine the significantly influential process variables, these variables are then controlled and set at their optimal to achieve optimal levels of productivity, quality, agility, efficiency and delivery to analyze the outputs of the simulation model for different lean configurations. The goal of this research is to investigate how the tools of lean manufacturing can be adapted from the discrete to the continuous manufacturing environment and to evaluate their benefits at a specific industrial.
Identification of Lean Implementation Hurdles in Indian Industries
Due to increased pressure from global competitors, manufacturing organizations are switching over to lean philosophies from traditional mass production. Lean manufacturing is a manufacturing philosophy which focuses on elimination of various types of wastes and creates maximum value for the end customers. Lean thinking aims to produce high quality products and services at the lowest possible cost with maximum customer responsiveness. Indian Industry is facing lot of problems in this transformation from traditional mass production to lean production. Through this paper an attempt has been made to identify various lean implementation hurdles in Indian industries with the help of a structured survey. Identified hurdles are grouped with the help of factor analysis and rated by calculating descriptive statistics. To show the effect of lean implementation hurdles a hypothesis “Organizations having higher level of lean implementation hurdles will have poor (negative) performance” has been postulated and tested using correlation matrix between performance parameters of the organizations and identified hurdles. The findings of the paper will be helpful to prepare road map to identify and eradicate the lean implementation hurdles.
Pre-Eliminary Design Adjustable Workstation for Piston Assembly Line Considering Anthropometric for Indonesian People
Manufacturing process has been considered as one of
the most important activity in business process. It correlates with
productivity and quality of the product so industries could fulfill
customer’s demand. With the increasing demand from customer,
industries must improve their manufacturing ability such as shorten
lead-time and reduce wastes on their process. Lean manufacturing
has been considered as one of the tools to waste elimination in
manufacturing or service industry. Workforce development is one
practice in lean manufacturing that can reduce waste generated from
operator such as waste of unnecessary motion. Anthropometric
approach is proposed to determine the recommended measurement in
operator’s work area. The method will get some dimensions from
Indonesia people that related to piston workstation. The result from
this research can be obtained new design for the work area
considering ergonomic aspect.
Improving Automotive Efficiency through Lean Management Tools: A Case Study
Managing and improving efficiency in the current
highly competitive global automotive industry demands that those
companies adopt leaner and more flexible systems. During the past
20 years the domestic automotive industry in North America has been
focusing on establishing new management strategies in order to meet
market demands. The lean management process also known as
Toyota Manufacturing Process (TPS) or lean manufacturing
encompasses tools and techniques that were established in order to
provide the best quality product with the fastest lead time at the
lowest cost. The following paper presents a study that focused on
improving labor efficiency at one of the Big Three (Ford, GM,
Chrysler LLC) domestic automotive facility in North America. The
objective of the study was to utilize several lean management tools in
order to optimize the efficiency and utilization levels at the “Pre-
Marriage” chassis area in a truck manufacturing and assembly
facility. Utilizing three different lean tools (i.e. Standardization of
work, 7 Wastes, and 5S) this research was able to improve efficiency
by 51%, utilization by 246%, and reduce operations by 14%. The
return on investment calculated based on the improvements made
A Lean Manufacturing Profile of Practices in the Metallurgical Industry: A Methodology for Multivariate Analysis
The purpose of this project is to carry out an analysis
and determine the profile of actual lean manufacturing processes in
the Metropolitan Area of Bucaramanga. Through the analysis of
qualitative and quantitative variables it was possible to establish how
these manufacturers develop production practices that ensure their
competitiveness and productivity in the market.
In this study, a random sample of metallurgic and wrought iron
companies was applied, following which a quantitative focus and
analysis was used to formulate a qualitative methodology for
measuring the level of lean manufacturing procedures in the industry.
A qualitative evaluation was also carried out through a multivariate
analysis using the Numerical Taxonomy System (NTSYS) program
which should allow for the determination of Lean Manufacturing
Through the results it was possible to observe how the companies
in the sector are doing with respect to Lean Manufacturing Practices,
as well as identify the level of management that these companies
practice with respect to this topic. In addition, it was possible to
ascertain that there is no one dominant profile in the sector when it
comes to Lean Manufacturing.
It was established that the companies in the metallurgic and
wrought iron industry show low levels of Lean Manufacturing
implementation. Each one carries out diverse actions that are
insufficient to consolidate a sectoral strategy for developing a
competitive advantage which enables them to tie together a
The Effect of Leadership Styles on Continuous Improvement Teams
This research explorers the relationship between leadership style and continuous improvement (CI) teams. CI teams have several features that are not always found in other types of teams, including multi-functional members, short time period for performance, positive and actionable results, and exposure to senior leadership. There is no one best style of leadership for these teams. Instead, it is important to select the best leadership style for the situation. The leader must have the flexibility to change styles and the skill to use the chosen style effectively in order to ensure the team’s success.
South Africa’s Industrial Expansion – The Role of Technology Transfer
The paper reviews South Africa’s industrialization, the basis of its formation and to establish whether it can be expanded using technology transfer mechanisms principles. It also seek to draw comparisons from other industrialized countries and as a baseline, and take lessons on how these industrialized countries have achieved their secondary industrialization; hence they are known as the developed countries. It identifies the challenges faced by South Africa’s current industrial base and recommend ways that could be meaningful in assisting it to be expandable. It also seeks to contribute to the existing body of knowledge on industrialization and technology transfer in advancing industry formation. It is also the intention of the paper to look at best principles outlined in operations management theories on how they could be of value in strengthening industrial formation and expansion. These principles include but not limited to the application of lean manufacturing principles, however they are not only applicable to the manufacturing sector but to any business optimization strategy. There will be emphasize on the role of the primary sector in South Africa’s industrialization and the opportunities it ought to bring in strengthening and harnessing the success of the secondary sector formation.
Lean in Large Enterprises: Study Results
The idea of Lean Manufacturing has been known for 20 years. In Polish enterprises its first implementation took place in the automotive industry in the 90s. Many companies, in order to reduce costs, use lower quality materials or overload employees with work and do not notice other possibilities for improving the company’s effectiveness. Enterprises are afraid of the unknown. And that is the problem in many cases with the Lean Manufacturing conception. This article presents the study results conducted in enterprises, the aim of which was to identify waste awareness and the need of lean manufacturing implementation. The authors also wanted to gain information on the most commonly used tools and the way of implementation and the methods of the effects assessment of using the mentioned conception. The study was conducted in large enterprises located on a limited area.
A Novel Model for Simultaneously Minimising Costs and Risks in Just-in-Time Systems Using Multi-Backup Suppliers: Part 1- Modelling
Just-In-Time (JIT) is a lean manufacturing tool, which provides the benefits of efficiency, and of minimizing unnecessary costs for many organisations. However, the risks arising from these benefits have been disregarded. These risks impact on system processes disrupting the whole supply chain. This paper proposes an inventory model that can simultaneously reduce costs and risks in JIT systems. This model is developed to ascertain an optimal ordering strategy for procuring raw materials by using regular multi-external and local backup suppliers to reduce the total cost of the products, and at the same time to reduce the risks arising from this cost reduction within production systems. Some results that will be illustrated in the second part of this paper are presented.
A Novel Model for Simultaneously Minimising Costs and Risks in Just-in-Time Systems Using Multi-Backup Suppliers: Part 2- Results
This paper implements the inventory model developed in the first part of this paper in a simplified problem to simultaneously reduce costs and risks in JIT systems. This model is developed to ascertain an optimal ordering strategy for procuring raw materials by using regular multi-external and local backup suppliers to reduce the total cost of the products, and at the same time to reduce the risks arising from this cost reduction within production systems. A comparison between the cost of using the JIT system and using the proposed inventory model shows the superiority of the use of the inventory model.
Integrating Big Island Layout with Pull System for Production Optimization
Lean manufacturing is a production philosophy made
popular by Toyota Motor Corporation (TMC). It is globally known as
the Toyota Production System (TPS) and has the ultimate aim of
reducing cost by thoroughly eliminating wastes or muda. TPS
embraces the Just-in-time (JIT) manufacturing; achieving cost
reduction through lead time reduction. JIT manufacturing can be
achieved by implementing Pull system in the production.
Furthermore, TPS aims to improve productivity and creating
continuous flow in the production by arranging the machines and
processes in cellular configurations. This is called as Cellular
Manufacturing Systems (CMS). This paper studies on integrating the
CMS with the Pull system to establish a Big Island-Pull system
production for High Mix Low Volume (HMLV) products in an
automotive component industry. The paper will use the build-in JIT
system steps adapted from TMC to create the Pull system production
and also create a shojinka line which, according to takt time, has the
flexibility to adapt to demand changes simply by adding and taking
out manpower. This will lead to optimization in production.
Applying Lean Principles, Tools and Techniques in Set Parts Supply Implementation
Lean, which was initially developed by Toyota, is
widely implemented in other companies to improve competitiveness.
This research is an attempt to identify the adoption of lean in the
production system of Malaysian car manufacturer, Proton using case
study approach. To gain the in-depth information regarding lean
implementation, an activity on the assembly line called Set Parts
Supply (SPS) was studied. The result indicates that by using lean
principles, tools and techniques in the implementation of SPS enabled
to achieve the goals on safety, quality, cost, delivery and morale. The
implementation increased the size of the workspace, improved the
quality of assembly and the delivery of parts supply, reduced the
manpower, achieved cost savings on electricity and also increased the
motivation of manpower in respect of attendance at work. A
framework of SPS implementation is suggested as a contribution for
lean practices in production system.
Green Lean TQM Human Resource Management Practices in Malaysian Automotive Companies
Green Lean Total Quality Management (LTQM) Human Resource Management (HRM) System is a system comprises of HRM in Environmental Management System (EMS) practices which is integrated to TQM with Lean Manufacturing (LM) principles. HRM is essential especially in dealing with low motivation and less productive employees. The ultimate goal of this system is to focus on achieving total human resource development that is motivated and capable to optimize their creativity to be a part of Green and Lean TQM organization. A survey questionnaire was developed and distributed to 30 highly active automotive vendors in Malaysia and analyzed by Minitab v16 and SPSS v17. It was found out companies that are practicing Green LTQM HRM practices have generated more revenue and have RND capability. However, years of company establishment do not affect the openness of the company to adapt new initiatives that can help to improve the effectiveness of the operations. It was also found out the importance of training, communication and rewards for employees. The Green LTQM HRM practices framework model established in this study hopefully will give preliminary insight especially to companies that are still looking for system that can improve their productivity from managing human resource. This is preliminary study that combined 4 awards practices, ISO/TS16949, Toyota Production System SAEJ4000, MAJAICO Lean Production System and EMS focusing on highly active companies that have been involved in MAJAICO Program and Proton Vendor Development Program. Future study can be conducted to know the status at other industry as well as case study pertaining to this system.
Green Lean TQM Practices in Malaysian Automotive Companies
Green Lean Total Quality Management (TQM)
System is a system comprises of Environmental Management System
(EMS) practices which is integrated to TQM with Lean
Manufacturing (LM) principles. The ultimate goal of this system is to
focus on achieving total customer satisfaction and environmental care by removing eight wastes available in any process in an
organization. A survey questionnaire was developed and distributed to 30 highly active automotive vendors in Malaysia and analyzed by
SPSS v.17. It was found out that some vendors have been practicing TQM and LM while some have started to implement EMS. This
study is only focusing on highly active companies that have been involved in MAJAICO Program and Proton Vendor Development
Program. This is the first study conducted to know the current status of TQM, LM and EMS practices in highly active automotive companies in Malaysia. It was found out that EMS has been
practiced by 16 companies out of 30. Within these 16 companies the
approach is more holistic and green. This is a preliminary study that combined 4 awards practices, ISO/TS16949, Toyota Production
System SAEJ4000, MAJAICO Lean Production System and EMS.
Towards an Integrated Proposal for Performance Measurement Indicators (Financial and Operational) in Advanced Production Practices
Starting with an analysis of the financial and
operational indicators that can be found in the specialised literature,
this study aims to contribute to improvements in the performance
measurement systems used when the unit of analysis is the
manufacturing plant. For this a search was done in the highest impact
Journals of Production and Operations Management and
Management Accounting , with the aim of determining the financial
and operational indicators used to evaluate performance when
Advanced Production Practices have been implemented, more
specifically when the practices implemented are Total Quality
Management, JIT/Lean Manufacturing and Total Productive
Maintenance. This has enabled us to obtain a classification of the two
types of indicators based on how much each is used. For the financial
indicators we have also prepared a proposal that can be adapted to
manufacturing plants- accounting features. In the near future we will
propose a model that links practices implementation with financial
and operational indicators and these two last with each other. We aim
to will test this model empirically with the data obtained in the High
Performance Manufacturing Project.
An Application of SMED Methodology
Single Minute Exchange of Dies (SMED) mainly focuses on recognition of internal and external activities. It is concerned particularly with transferring internal activities into external ones in as many numbers as possible, by also minimizing the internal ones. The validity of the method and procedures are verified by an application a Styrofoam manufacturing process where setup times are critical for time reduction. Significant time savings have been achieved with minimum investment. Further, the issues related with employer safety and ergonomics principles during die exchange are noted.
Lean TQM Automotive Factory Model System
Integrated Total Quality Management (TQM) with
Lean Manufacturing (LM) is a system comprises of TQM with LM
principles and is associated with financial and nonfinancial
performance measurement indicators. The ultimate goal of this
system is to focus on achieving total customer satisfaction by
removing eight wastes available in any process in an organization.
A survey questionnaire was developed and distributed to 30 highly
active automotive vendors in Malaysia and analyzed by PASW
Statistics 18. It was found out that these vendors have been
practicing and measuring the effectiveness TQM and LM
implementation. More involvement of all Malaysian automotive
vendors will represent the exact status of current Malaysian
automotive industry in implementing TQM and LM and can
determine whether the industry is ready for integrated TQM and
LM system. This is the first study that combined 4 awards
practices, ISO/TS16949, Toyota Production System and
Areas of Lean Manufacturing for Productivity Improvement in a Manufacturing Unit
Many organisations are nowadays interested to adopt
lean manufacturing strategy that would enable them to compete in
this competitive globalisation market. In this respect, it is necessary
to assess the implementation of lean manufacturing in different
organisations so that the important best practices can be identified.
This paper describes the development of key areas which will be
used to assess the adoption and implementation of lean
manufacturing practices. There are some key areas developed to
evaluate and reduce the most optimal projects so as to enhance their
production efficiency and increase the purpose of the economic
benefits of the manufacturing unit.
Lean manufacturing is becoming lean enterprise by treating its
customers and suppliers as partners. This gives the extra edge in
today-s cost and time competitive markets. The organisation is
becoming strong in all the conventional competition points. They are
Price, Quality and Delivery. Lean enterprise owners can deliver high
quality products quickly, with low price.