Understanding the lean enterprise: Strategies, methodologies, and principles for a more responsive organization
01 Jan 2016-pp 1-287
TL;DR: An Implementation Model for Lean and Green: An Exploratory Study of the Potential Conflicts Between Lean Thinking and the Use of Information Technology in Organisations Today as discussed by the authors, and a Value Improvement Model for Manufacturing (m-VIM).
Abstract: An Implementation Model for Lean and Green.- Lean and IT - Working Together? An Exploratory Study of the Potential Conflicts Between Lean Thinking and the Use of Information Technology in Organisations Today.- Lean Thinking and Organisational Learning: How Can They Facilitate Each Other?.- Flow Accounting: The Next Challenge for 21st Century Lean Businesses.- Changing an Organisation's Culture with Systems Thinking - A case study from the Financial Services Industry.- Understanding Effective Problem Solving.- Completely Taktless! What Is Pull in the Context of the Process Industries?.- Internationalisation of Lean Manufacturing: The Influence of Environmental Conditions.- Lean Supply Chain Model and Application in an Italian Fashion Luxury Company.- Strategic Planning for Lean Production, Comparing Hoshin Kanri with Balanced Scorecard.- Lean Management and Product Innovation: A Critical Review.- Introducing a Value Improvement Model for Manufacturing (m-VIM).
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TL;DR: The purpose of the research was the elaboration of the methodology and procedure of a new combined efficiency improvement method which basically applies Lean methods and also uses the facility layout design (FLD) method simultaneously, integrating the different advantages of these methods, which is even more efficient that applying each of the methods individually.
Abstract: Global market competition and fluctuating customers’ demands require manufacturing enterprises to focus on cost reduction and efficiency improvement to increase competitiveness and sustainability. ...
42 citations
Cites methods from "Understanding the lean enterprise: ..."
...The opinion of some industrial experts is that in practice the Lean and FLD methods are so closely related, that they are not really treated separately (Chiarini, Found, and Rich 2016)....
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...There are some studies in which the elements and advantages of Lean and FLD methods are partially discussed, mainly in relation with Lean philosophy (Bai, Satir, and Sarkis 2019; Shang and Sui 2014; Orr and Orr 2014; Chiarini, Found, and Rich 2016)....
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TL;DR: In this paper, the authors examined the adoption level of 27 LSC practices, which were identified in a literature review, within 113 manufacturing companies from different sectors located in Southern Brazil.
Abstract: The purpose of this paper is to empirically investigate the relationships among the implementation of LSC practices. Particularly, the authors examine the adoption level of 27 LSC practices, which were identified in a literature review, within 113 manufacturing companies from different sectors located in Southern Brazil.,Data collected were analyzed by means of multivariate techniques (partial correlation analysis) and two control variables were used: level of onshore suppliers and company’s experience on lean manufacturing implementation.,The results showed that the relationship among practices may not always be synergic, since there are pairs of practices that, when concurrently implemented they tend to conflict, hindering their benefits.,The use of partial correlations between pairs of LSC practices provides means to better understand specific associations, disregarding the implementation effect of the whole set of practices. The research also provides managers and practitioners arguments to better comprehend how practices interact with each other under specific contexts.
39 citations
TL;DR: The link between LM and I4.0 from a learning organization (LO) perspective is studied by examining the implementation, commissioning, and utilization of a real-time operational data gathering system at a Danish building material manufacturer.
Abstract: This study presents empirical evidence for the ongoing discussion about the link between Lean Management (LM) and industry 4.0 (I4.0) by exploring a non-technical perspective on how manufacturers can capitalize on their technological investments. The paper, therefore, studies the link between LM and I4.0 from a learning organization (LO) perspective by examining the implementation, commissioning, and utilization of a real-time operational data gathering system at a Danish building material manufacturer. This six months in-depth case study finds that for the manufacturer to utilize real-time operational data from a LO perspective, several barriers must be addressed: problem solving that is not initiated by operators, operators who do not have second-order problem-solving abilities, operators who perceive the new real-time data technology as coercive, poor learning environments and processes, and a lack of leadership that supports learning. This study can help practitioners understand the importance of balance, the prevalent technocentric focus when implementing new I4.0 technologies with a LO focus. Furthermore, the study provides practitioners with a list of specific barriers from a LO perspective to be mindful of when aiming to combine LM and I4.0 to improve production performance.
19 citations
TL;DR: Doi et al. as mentioned in this paper present a propuesta for el docente de ingenieria, que consta de como se deberia ajustar la educación en la industria 4.0 desde el (1) curriculo, relacionando los programas de estudios de la universidad en estudio with los cursos existentes and contenidos of Industria 4.0.
Abstract: Actualmente la industria esta experimentando una transformacion hacia los procesos de fabricacion inteligente y digitalizacion completa, surgiendo nuevas tecnologias de informacion y comunicacion como los sistemas ciberneticos, ciberseguridad, internet de las cosas, Big Data, sistema de integracion, computacion en la nube, fabricacion digital e inteligente, entre otros, conceptos que son impulsores de la llamada Cuarta Revolucion Industrial, lo que comunmente se conoce como Industria 4.0. Una parte importante de las tareas en la preparacion para la Industria 4.0 es el ajuste de la educacion superior a los requisitos de esta vision, en particular, la educacion en ingenieria. El objetivo de esta investigacion es presentar una propuesta para el docente de ingenieria, que consta de como se deberia ajustar la educacion en ingenieria hacia la industria 4.0 desde el (1) curriculo, relacionando los programas de estudios de la universidad en estudio con los cursos existentes y contenidos de Industria 4.0, adecuando asi, los componentes necesarios e identificando las brechas para la creacion de nuevos modulos; y desde el (2) laboratorio, mediante la teoria de aprendizaje experiencial de Kolb y la implementacion de metodologias de ensenanza-aprendizaje, dando como resultado una mejora en el entorno de aprendizaje y en las practicas que maximizan las habilidades de los alumnos al aprender a traves de su propia experiencia. Siendo finalmente esta investigacion, un primer paso hacia una vision mas tangible de la educacion en ingenieria ajustada a la Industria 4.0.Doi: 10.21703/rexe.20201940garces7
17 citations
TL;DR: This is the first attempt in the development of a LSS roadmap that healthcare practitioners can follow to reduce medication errors using LSS methodology and sustaining LSS in their organizations.
Abstract: The purpose of this study is to propose a Lean Six Sigma (LSS) roadmap to guide healthcare practitioners in the implementation of LSS along with a customized LSS tool kit for reducing medication errors. The authors initially critically reviewed several frameworks/roadmaps of Lean, Six Sigma and LSS which have been proposed in healthcare sector from the existing literature. This review has led to an understanding of key characteristics, limitations, and reasons behind the development of such frameworks/roadmaps. A conceptual roadmap was developed and then validated by a number of LSS experts and a healthcare practitioner. Based on the previous studies and taking LSS experts’ opinions into account, a revised roadmap for reducing medication is presented. The roadmap for LSS in reducing medication errors is developed. This roadmap includes three phases: Phase 1 cultural readiness for LSS employment in reducing medication errors; Phase 2 preparation, initialization and implementation, and Phase 3 sustainability. The roadmap has been tested with only a handful of practitioners of LSS. Moreover, only two case studies have been carried out in a Thai hospital setting which followed the roadmap. In order to improve the validity of research, more case studies need to be executed and more people should be used for testing the roadmap with varied cultures. This is the first attempt in the development of a LSS roadmap that healthcare practitioners can follow to reduce medication errors using LSS methodology and sustaining LSS in their organizations.
16 citations
Cites background from "Understanding the lean enterprise: ..."
...It is important, therefore, for the hospital to ensure that the benefits from LSS can be sustained in the long term (Hu et al., 2016)....
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