* Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period

Toyota production system : beyond large-scale production

Impact of supply chain management practices on sustainability

Lean, green practices and process innovation: a model for green supply chain performance.

http://liu.diva-portal.org/smash/get/diva2:781952/FULLTEXT01.pdf

Lean and green product development: two sides of the same coin?

This research investigates a possible integration between Lean Six Sigma (LSS) tools and principles and Industry 40 technologies The aim is the development of a new pattern for Operational Excellence through the grounded theory methodology Data collection involved interviewing Italian manufacturing managers in ten case organisations as well as a direct observation of practices linked to Industry 40 and LSS integration at one of the selected case organisations Results of the study aligns with preliminary literature supporting LSS providing platform to achieve effective outcome from Industry 40 application The integration needs reinvented mapping tools and implies a horizontal integration and a vertical, end-to-end integration The latter requires the company to reengineer the ERP modules, while in the horizontal integration the real ultimate goal is to reach a complete automatic synchronisation of the processes named Autonomous Process Synchronisation Moreover, all the data gathered from production processes and offices needs the development of new analytics at all levels This is amongst first few studies that answers how to achieve integration between LSS and Industry 40 technologies and thus have several research and managerial contributions in advancing operational excellence research

/pdf/lean-six-sigma-and-industry-4-0-integration-for-operational-54wp3dseu9.pdf

Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies

Lean development is a promising approach in new product development (NPD). However, despite the successful application of lean thinking and its principles to manufacturing, the adoption of the lean approach to product development is a quite novel undertaking. In this paper, we develop and test hypotheses pertaining to the elimination of waste, which is one of the major objectives of lean management. In particular, our study focuses on the question: What management factors are enablers for the elimination of waste in the context of NPD? We identified: 1 employee training 2 coaching 3 constructive failure treatment as effective means.

Furthermore, implications for management practice are considered. Testing our hypotheses, we refer to data from 108 firms in the automotive supplier industry in German-speaking countries, i.e., Germany, Austria, Switzerland and Liechtenstein.

Thorsten Störmer

Papers

Lean product development – enabling management factors for waste elimination