Lean manufacturing in biscuit manufacturing plant: a case
11 Aug 2010-International Journal of Advanced Operations Management (INTERNATIONAL JOURNAL OF ADVANCED OPERATIONS MANAGEMENT)-Vol. 2, Iss: 12, pp 108-139
TL;DR: A medium sized biscuit manufacturing plant is studied under the framework of lean manufacturing system and it is observed that 5S, kaizen, quick changeover, TPM and TEI are some of the tools, which can be effectively used to improve equipment availability, reduce wastage of material and improve quality.
Abstract: Day by day the intensifying global competition is throwing challenges in the form of uncertainty and fluctuation in demand, necessity to provide wide variety to attract and hold the ever demanding customer. To survive and succeed under such competitive environment, organisations are forced to find and adopt efficient and effective ways for their operations. Organisations are seeking ways to increase the value of their products and services by eliminating unnecessary processes and practices from all systems. Lean manufacturing is a systematic team-based approach for finding and eliminating waste. The implementation of Lean manufacturing system helps organisations to reduce lead-time and inventory, improve quality, and achieve better on-time deliveries and utilisation of resources leading towards increased sales and profit through customer satisfaction. The Indian biscuit industry is the third largest manufacturer of biscuit in the world producing around 60% of the total production in organised sector and the balance 40% by the unorganised bakeries. In this paper, a medium sized biscuit manufacturing plant is studied under the framework of lean manufacturing system and observed that 5S, kaizen, quick changeover, TPM and TEI are some of the tools, which can be effectively used to improve equipment availability, reduce wastage of material and improve quality.
Citations
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TL;DR: In this article, a literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology.
Abstract: Purpose – The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey. Design/methodology/approach – A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology. Findings – The findings derived from the evaluation of the publications analyzed have led to the identification of 24 lean barriers. The success of lean implementation will not be entirely based on application of appropriate tools and techniques alone but also on the top managements' involvement and leadership, workers' attitude, resources and the organizational culture. Research limitations/implications – This literature survey is primarily focused on lean implementation in the manufacturing sector. Practical implications – This paper explores barriers for successful lean implementation and provides a concise description of the bar...
251 citations
TL;DR: In this article, the authors investigate the adoption of lean production in India and examine the lean practices deployed by the SMEs, and present the findings of four SMEs in India that have implemented lean strategy to drive significant improvement in manufacturing performance.
Abstract: India is emerging as a new manufacturing destination and many companies are seeking ways to increase the value of their products and services by eliminating unnecessary processes and wasteful practices from their production systems. The powerful lean manufacturing approach that has proved successful as an operations model in developed economies, as well as in some large Indian companies, is now increasingly being recognised by the small- and medium-size enterprises (SMEs). The purpose of this research is to investigate the adoption of lean production in India and to examine the lean practices deployed by the SMEs. The case study methodology was utilised and this article presents the findings of four SMEs in India that have implemented lean strategy to drive significant improvement in manufacturing performance.
239 citations
TL;DR: This paper explored contextual or determining factors and their impacts on lean manufacturing in small and medium-sized enterprises (SMEs) operating in food-processing industries and adopted a multiple-case-study research approach to get an in-depth insight into the real situation at the work floor.
Abstract: This study explored contextual or determining factors and their impacts on lean manufacturing in small- and medium-sized enterprises (SMEs) operating in food-processing industries. In order to get an in-depth insight into the real situation at the work floor, this study adopted a multiple-case-study research approach. The inherent characteristics of food industries, such as mandatory quality assurance requirements, low shelf life of food products, and the extremely volatile demand and supply
presented barriers to lean manufacturing adoption. In addition, the challenges of ‘change’ in an SME environment are distinct from those faced by large organizations. The small size of the plant, the traditional setup, and inflexible layout make it difficult to implement lean manufacturing in food-processing SMEs. The knowledge of contextual factors influencing lean manufacturing adoption in food processing SMEs will be a contribution to current knowledge. Many studies have explored lean constructs and tools, while far fewer have explored the crucial element of actually implementing these. The study will also help practitioners to anticipate potential obstacles and take proper measures to deal with them during lean
implementation.
190 citations
Cites background from "Lean manufacturing in biscuit manuf..."
...…JIT has a positive impact on food quality • Employee involvement and JIT delivery • Material management • Neglect operational performance • Ignore determining factors (Upadhye, Deshmukh, and Garg 2010) India Case study, mediumsized biscuit manufacturing • 5S, kaizen, quick changeover,…...
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TL;DR: In this paper, the authors analyzed the application of lean manufacturing, its impact on operational performance and critical success factors in the food processing SMEs, and found that the effectiveness of the lean manufacturing practices in food SMEs is still at its infancy.
Abstract: This study analyzes the application of lean manufacturing, its impact on operational performance and critical success factors in the food processing SMEs. The review of current literature was complemented with a survey of food processing companies in three European countries in order to gain a deeper understanding of lean manufacturing in the backdrop of other similar quality initiatives. The findings show that the application of lean manufacturing practices in food SMEs is still at its infancy. Food processing SMEs place more emphasis on food safety than on process improvement methods. The respondents indicated improvement in operational performance, especially with overall productivity from the application of lean manufacturing. Skill of workforce, in-house expertise and organizational culture are critical factors for successful implementation of lean manufacturing practices.
177 citations
TL;DR: In this article, the status of the lean manufacturing practices and their benefits and barriers among European food processing SMEs are analyzed, and the role of two control variables in lean implementation is investigated: size of the company and country of origin.
Abstract: Purpose – Recent literature emphasizes the application of lean manufacturing practices to food processing industries in order to improve operational efficiency and productivity. Only a very limited number of studies have focused on the implementation of lean manufacturing practices within small and medium-sized enterprises (SMEs) operating in the food sector. The majority of these studies used the case study method and concentrated on individual lean manufacturing techniques geared towards resolving efficiency issues. This paper aims to analyze the status of the lean manufacturing practices and their benefits and barriers among European food processing SMEs.
Design/methodology/approach – A structured questionnaire was developed to collect data. A total of 35 SMEs' representatives, mostly CEOs and operations managers, participated in the survey. The study investigated the role of two control variables in lean implementation: size of the company and country of origin.
Findings – The findings show that lean manufacturing practice deployment in food processing SMEs is generally low and still evolving. However, some lean manufacturing practices are more prevalent than others; e.g. flow, pull and statistical process control are not widely used by the food processing SMEs, whereas total productive maintenance, employee involvement, and customer association are more widespread. The key barriers encountered by food SMEs in the implementation of lean manufacturing practices result from the special characteristics of the food sector, such as highly perishable products, complicated processing, extremely variable raw materials, recipes and unpredictable demand. In addition, lack of knowledge and resources makes it difficult for food processing SMEs to embark on the lean journey.
Originality/value – The gap in the literature regarding the application of lean manufacturing in the food sector is identified and addressed in this study. The originality of this paper lies in analyzing the current status of the use of lean manufacturing practices among food SMEs in Europe and identifying potential barriers.
127 citations
References
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TL;DR: In this paper, the authors developed a model which operationalizes the different principles in lean production, with a focus on those that concern the work organization in the manufacturing part of a company.
Abstract: Develops a model which operationalizes the different principles in lean production, with a focus on those that concern the work organization in the manufacturing part of a company. The model has been developed using available theory and has also been tried out in a clinical field study. The model has implications both for research and practice. For research, it can be used as a model for operationalizing lean production to be able to study change processes properly. In practice, the model can be used as a tool to assess the development taking place in an effort to become lean. Finally, it can be used as a checklist for what to aim at when trying to implement lean production. Lean should be seen as a direction, rather than as a state to be reached after a certain time and, therefore, the focus lies on the changes in the determinants, not on their actual values.
644 citations
TL;DR: In this article, the authors compared the techniques which constitute lean supply with those contained in supply chain management, partnership sourcing, and strategic purchasing, focusing on automotive and electronics industries in the UK, Italy, Scandinavia, the USA and Japan.
Abstract: Lean supply ‐ the system of purchasing and supply chain management required to underpin lean production ‐ has been characterized as “beyond partnership”. Re‐examines this idea, comparing the techniques which constitute lean supply with those contained in supply chain management, partnership sourcing, and strategic purchasing. The observations and conclusions are based on research principally in the automotive and electronics industries in the UK, Italy, Scandinavia, the USA and Japan.
500 citations
Journal Article•
TL;DR: The executive in this story learned TPS the long, hard way--by practicing it, which is how Toyota trains any new employee, regardless of rank or function.
Abstract: Many companies have tried to copy Toyota's famous production system--but without success. Why? Part of the reason, says the author, is that imitators fail to recognize the underlying principles of the Toyota Production System (TPS), focusing instead on specific tools and practices. This article tells the other part of the story. Building on a previous HBR article, "Decoding the DNA of the Toyota Production System," Spear explains how Toyota inculcates managers with TPS principles. He describes the training of a star recruit--a talented young American destined for a high-level position at one of Toyota's U.S. plants. Rich in detail, the story offers four basic lessons for any company wishing to train its managers to apply Toyota's system: There's no substitute for direct observation. Toyota employees are encouraged to observe failures as they occur--for example, by sitting next to a machine on the assembly line and waiting and watching for any problems. Proposed changes should always be structured as experiments. Employees embed explicit and testable assumptions in the analysis of their work. That allows them to examine the gaps between predicted and actual results. Workers and managers should experiment as frequently as possible. The company teaches employees at all levels to achieve continuous improvement through quick, simple experiments rather than through lengthy, complex ones. Managers should coach, not fix. Toyota managers act as enablers, directing employees but not telling them where to find opportunities for improvements. Rather than undergo a brief period of cursory walk-throughs, orientations, and introductions as incoming fast-track executives at most companies might, the executive in this story learned TPS the long, hard way--by practicing it, which is how Toyota trains any new employee, regardless of rank or function.
388 citations
Book•
28 Sep 2000
TL;DR: A "Holistic" view of the Lean Manufacturing Approach is presented in this paper, where five prime elements of a lean manufacturing approach are discussed. And the game plan is described.
Abstract: DESCRIPTION OF LEAN MANUFACTURING Lean Manufacturing-A "Holistic" View Lean Manufacturing Approach THE FIVE PRIMARY ELEMENTS Organization Elements Metrics Element Logistics Element Manufacturing Flow Element Processing Control Element Sustaining the Change PUTTING IT ALL TOGETHER Setting the Stage How it Begins The Game Plan Lean Assessment Current State Gap Future State Design Deployment The Results CASE STUDIES OF LEAN MANUFACTURING PROGRAMS AND PROJECTS Operations Redesign Program Kaizen Event Based Lean Program High Volume Focused Factory Project Kaizen Event Based Focused Factory Pilot Assembly Production Unit Project High Volume and Low Volume Cell Project
349 citations