Lean manufacturing measurement: the relationship between lean activities and lean metrics
TL;DR: In this article, a set of metrics that have been proposed by different authors in such a way that they are consistent with the different stages and elements of Lean Manufacturing implementations are presented and then the main factors for success are used as the basis to propose metrics that measure the advance in these factors.
About: This article is published in Estudios Gerenciales.The article was published on 2007-12-31 and is currently open access. It has received 98 citations till now. The article focuses on the topics: Lean project management & Lean laboratory.
Citations
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TL;DR: This article identifies four main research streams concerning the link between Industry 4.0 and lean manufacturing, and a research agenda for future studies is proposed.
Abstract: In recent years, Industry 4.0 has emerged as one of the most discussed concepts and has gained significant popularity in both academia and the industrial sector. Both Industry 4.0 and lean manufact...
481 citations
Cites background from "Lean manufacturing measurement: the..."
...Duque and Cadavid (2007) further define how specific lean practices are affecting different operational performance metrics....
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TL;DR: In this article, the authors examine the determinants of lean implementation in Danish public sector organisations and identify a number of factors within the structural context and the negotiation context which are deemed important for the fate of lean projects in the public sector.
Abstract: Purpose – The purpose of this paper is to examine the determinants of lean implementation in Danish public sector organisations. It is proposed to structure the paper around a theoretical model based on a negotiated order perspective.Design/methodology/approach – The paper is based on interviews with 29 managers and employees from Danish public sector organisations who have been involved in the planning and implementation of lean projects over the past few years.Findings – The paper identifies a number of factors within the structural context and the negotiation context which are deemed important for the fate of lean projects in the public sector.Originality/value – The qualitative study brings new insights into the debate on the barriers and success factors in the lean transformation process in the public sector.
179 citations
Cites background from "Lean manufacturing measurement: the..."
...Value stream analysis is about examining the processes and activities that are required to deliver a product to the customer in order to identify the activities that add value – as well as those that do not (Duque and Cadavid, 2007)....
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TL;DR: Proposed novel Smart Manufacturing Performance Measurement System (SMPMS) framework is expected to guide the practitioners in SMMEs to evaluate their SMS investments and offer more competitive benefits compared to a traditional manufacturing system.
164 citations
TL;DR: In this paper, a conceptual model for leanness measurement in the manufacturing industry has been developed and designed in two main levels, namely the dimensions and the factors, where seven main dimensions in measuring leanness in lean manufacturing practices such as manufacturing process and equipment, manufacturing planning and scheduling, visual information system, Supplier relationship, customer relationship, workforce and product development & technology.
158 citations
TL;DR: In this paper, a comparative study of lean manufacturing and six sigma methodologies was conducted, and the success factors relevant to these two methodologies were identified, including skills and expertise, employee involvement and culture change.
124 citations
References
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Book•
01 Jan 2003
TL;DR: The authors describe in detail how managers in a wide range of companies and industries - small, medium and large, North American, European and Japanese - transformed their business by applying the principles of lean thinking.
Abstract: If The Machine That Changed the World is a description of the Toyota system in the industry of its origin, Lean Thinking is a generalization of the basic concepts so they can be applied to any company in any industry. The authors begin by summarizing the five inherent principles in any lean system: 1 correctly specify value so you are providing what the customer actually wants, 2 identify the value stream for each product family and remove the wasted steps that don't create value but do create muda (waste), 3 make the remaining value-creating flow continuously to drastically shorten throughput times, 4 allow customer to pull value from your rapid-response value streams as needed (rather than pushing products toward the customer on the basis of forecasts), and 5 never relax until you reach perfection, which is the delivery of pure value instantaneously with zero muda. (The first part of Lean Thinking devotes a chapter to each of these principles.) In the second part, the authors describe in detail how managers in a wide range of companies and industries - small, medium and large, North American, European and Japanese - transformed their business by applying the principles of lean thinking. Chapters are devoted to Pratt and Whitney, Wiremold, Lantech in North America, Porsche in Germany, and Showa Manufacturing in Japan. Lean Thinking has sold more than 300,000 copies in the English language hard-cover version alone, because it's an indispensable companion for every manager making the lean journey.
5,071 citations
"Lean manufacturing measurement: the..." refers methods in this paper
...Emiliani (1998), based on Womack and Jones (1996) presents a more detailed framework with five basic steps: • Specify Value: What do customers want?...
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Book•
01 Jan 2003
TL;DR: For example, the authors identifies the value stream, every step required to move a specific good or service from initial concept into the hands of the customer, and asks if each step really creates value Those that don't, the great majority are then removed, and the remaining steps are conducted in continuous flow at the pull of customer, as the firm manages toward perfection.
Abstract: Lean Thinking begins by helping listeners to identify value, asking, "What does the customer really want?" instead of "What can we try to convince the customer to accept?" Lean thinkers then identify the value stream -- every step required to move a specific good or service from initial concept into the hands of the customer -- for each product and ask if each step really creates value Those that don't -- the great majority -- are then removed, and the remaining steps are conducted in continuous flow at the pull of the customer, as the firm manages toward perfection As a consequence, lead times, costs of all sorts, and defects shrink, while responsiveness to customer needs and selling prices increase In an economic downturn, many companies are searching desperately for a sustainable formula for renewed growth and success Lean Thinking is that formula -- a proven blueprint and specific action plan that will help any company stabilize its position and grow steadily while better serving its customers, employees, suppliers, and investors
1,112 citations
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
"Lean manufacturing measurement: the..." refers background in this paper
...These implementation activities should lead to improvement in five dimensions, which are the concepts the company is trying to put into action (Adapted from Karlsson and Ahlstrom, 1996 and Martinez and Perez, 2001)....
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...For each of the improvement dimensions, several indicators can show the company the evolution of the line in its process (Karlsson and Ahlstrom, 1996 and Martinez and Perez, 2001)....
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TL;DR: In this paper, an integrated check-list to assess manufacturing changes towards lean production was developed and tested to assess the company's improvements in their production systems, and the determinants on the use of these indicators.
Abstract: Develops and tests an integrated check‐list to assess manufacturing changes towards lean production. Using the results from a survey to manufacturing plants located in the Spanish region of Aragon, analyzes which lean production indicators are more used to assess the company’s improvements in their production systems, and the determinants on the use of these indicators.
402 citations
"Lean manufacturing measurement: the..." refers background in this paper
...These implementation activities should lead to improvement in five dimensions, which are the concepts the company is trying to put into action (Adapted from Karlsson and Ahlstrom, 1996 and Martinez and Perez, 2001)....
[...]
...For each of the improvement dimensions, several indicators can show the company the evolution of the line in its process (Karlsson and Ahlstrom, 1996 and Martinez and Perez, 2001)....
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TL;DR: In this paper, the linkages between work organization and lean production practices are investigated in 43 manufacturing plants through valid and reliable measurement instruments and the results show that lean production plants seem to use more teams for problem solving, to take employees suggestions more seriously, to rely more heavily on quality feedback both for workers and supervisors, to document production procedures more carefully and to have employees able to perform a greater variety of tasks including statistical process control.
Abstract: Proposes a framework (developed from an analysis of the existing literature) which will be useful to research the linkages between work organization and lean production practices. The framework considers two types of work organization practices: type (a) which is directly linked to lean production practices such as JIT/TQM (worker autonomy, multifunctional employees, feedback to workers, etc.) and type (b) which influences the setting up and the maintenance of type (a) practices (training, compensation, etc.). Tests hypotheses concerning the practices which can be said to be directly linked to JIT/TQM on data collected on 43 manufacturing plants through valid and reliable measurement instruments. The results show that lean production plants seem to use more teams for problem solving, to take employees’ suggestions more seriously, to rely more heavily on quality feedback both for workers and supervisors, to document production procedures more carefully and to have employees able to perform a greater variety of tasks including statistical process control. Lean production plants, however, show almost no differences with regard to aspects of work organization which involve hierarchy.
276 citations
"Lean manufacturing measurement: the..." refers background in this paper
...Multifunctional teams: In Lean implementations, teams have more responsibility and autonomy, so improvement and problem-solving can happen closer to the source (Niepce and Molleman, 1996; Forza, 1996)....
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