SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK

2015 ◽  
Vol 77 (27) ◽  
Author(s):  
Rusalbiah Che Mamat ◽  
Baba Md Deros ◽  
Mohd Nizam Ab Rahman ◽  
Muhamad Khalil Omar ◽  
Shukriah Abdullah
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Lean Production ◽  
Business Environment ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Lean Practices

Challenging and competitive business environment has prompted the automotive industry to restructure its manufacturing practices. Nowadays, Lean Manufacturing (LM) has been widely implemented in the automotive industry. LM supported the manufacturing companies, particularly automotive manufacturers in becoming world class manufacturers through various lean practices. However, lean implementation faced various obstacles such as the lack of management commitment and support, the absence of organizational communication, employees’ attitude and many more. It is also indicated that lean implementation success factors are not merely due to technical practices but also with the integration of non-technical aspects such as human-related practices. This paper aims to investigate the Soft Lean Practices that are necessary for the successful implementation of the Lean Production System (LPS) in the Malaysian Automotive SMEs. The result of this paper will provide a detailed review of Soft Lean Practices within the LM literature that should be considered by the organizations when implementing lean. A framework was also developed through an extensive review of Soft Lean literature.

Performance evaluation of lean manufacturing implementation in Brazil

2014 ◽  
Vol 63 (5) ◽  
pp. 529-549 ◽  
Author(s):  
Wagner Cezar Lucato ◽  
Felipe Araujo Calarge ◽  
Mauro Loureiro Junior ◽  
Robisom Damasceno Calado
Keyword(s):  
Lean Manufacturing ◽  
Best Practice ◽  
Industrial Sector ◽  
Individual Element ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Principles ◽  
Lean Practices ◽  
Survey Results

Purpose – Manufacturing companies worldwide have been replacing traditional mass-production practices by lean initiatives. This translation process is progressive and may vary depending on several factors. Hence, it could be expected that the degree of adoption of the lean practices could vary significantly among industries, regions and even countries. The purpose of this paper is to explore the implementation performance of lean principles in Brazil, the paper developed a survey in the Sao Paulo Metropolitan Area, which considered 51 industries of different sizes, from several industrial segments, nationals and multinationals. Design/methodology/approach – The proposed survey was developed using as a normative framework the SAE J4000 standard – identification and measurement of the best practice in implementation of lean operation and the SAE J4001 – implementation of lean operation user manual. To measure the implementation degree of the lean practices in the researched industries, the paper proposed the utilization of two concepts: the degree of leanness (DOL) of an element of J4000 and DOL of a company. Also three hypotheses were tested, trying to establish the relationship among the DOL and firm ownership, their size and respective industrial sector. Findings – The results obtained in the survey demonstrated that the performance of lean initiative implementation is not uniform among the companies located in the researched area. Outcomes also showed that the degree of implementation of the lean practices by multinational companies was higher than that for the national firms. However, it was not possible to establish a relationship between the DOL and the size of the firms. Neither a clear and definite association between DOL and industrial sector was possible to be identified. Practical implications – For the practitioners and managers dealing with the lean implementation, this paper gives a relevant contribution because it shows how they can effectively use an existing tool to measure the implementation of the lean practices in their respective firms. Furthermore, the DOL calculation for each individual element of the J4000 standard could also be used by practitioners and managers to identify specific problems and opportunity areas where practical actions could be identified to improve the lean implementation. Originality/value – This paper contributes to the lean manufacturing theory because it proposes a theoretical way to measure the degree of implementation of the lean initiatives in the manufacturing companies. Also the survey results generate additional research material that could be used by other researchers to further explore the subject in the area.

scholarly journals Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

2018 ◽  
Vol 15 (2) ◽  
pp. 232-246 ◽  
Author(s):  
Laís Pereira ◽  
Guilherme Tortorella
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
Analysis Tool ◽  
Manufacturing Companies ◽  
Small Company ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Critical Success ◽  
Multi Criteria Analysis

This article aims to identify how the critical success factors (CSF), barriers and practices for lean manufacturing (LM) implementation in a small company are related. For this, the CSF, barriers and practices of LM related to small companies were initially consolidated from a literature review. Through semi-structured interviews and focus groups with the leaders of a small electronics manufacturing company in lean implementation, the relationships were evaluated and ranked through the incorporation of a multi-criteria analysis tool. The integration of a multi-criteria analysis tool into qualitative research methods (focused groups, semi-structured interviews and participatory observation) allowed quantifying these relationships in order to identify convergent efforts for a successful LM implementation. Existing frameworks for lean implementation are targeted at larger companies, disregarding the specific small company context. This study provides a guide to assist LM implementation in small manufacturing companies. Furthermore, the greater understanding of these relationships enables managers to anticipate potential problems, allowing a more successful implementation.

scholarly journals Prioritizing Lean Manufacturing Practices in Small to Medium Enterprises by Applying TOPSIS in Fuzzy Environment

2014 ◽  
Vol 903 ◽  
pp. 438-443
Author(s):  
Hamed Tamjid Yamchello ◽  
R. Samin ◽  
Alireza Tamjidyamcholo ◽  
Alireza Rashidi
Keyword(s):  
Decision Making ◽  
Production System ◽  
Lean Manufacturing ◽  
Lean Production ◽  
Multi Criteria Decision Making ◽  
Topsis Method ◽  
Fuzzy Environment ◽  
Lean Practices ◽  
Medium Enterprises

Due to the globalization most of the Small to Medium Enterprises (SMEs) are faced with a lot of pressure to survive. To overcome these pressures, Lean Production System could be very helpful to SMEs. In this research we want to highlight how it can help SMEs, identify limitations to implement lean manufacturing in SMEs and finally prioritize lean practices for implementing in SMEs. For this aim, TOPSIS method in fuzzy environment was applied. Twenty two lean practices which identified by Shah and Ward in 2003 [10] is used as the most suitable lean practices for implementing lean production. Then the barriers of implementing lean production in SMEs identified. An example is provided to illustrate finding of this study. In this study, the barriers of implementing lean production in SMEs were highlighted. It has strived to illustrate the applicability of Multi Criteria Decision Making method in lean production and SMEs. Finally, the result which is the ranked practices of lean production could help managers of SMEs to choose the most suitable practices of lean associated with less risk.

Lean manufacturing implementation in regions with scarce resources

2019 ◽  
Vol 58 (2) ◽  
pp. 313-343 ◽  
Author(s):  
Léony Luis Lopes Negrão ◽  
Moacir Godinho Filho ◽  
Gilberto Miller Devós Ganga ◽  
Sunil Chopra ◽  
Matthias Thürer ◽  
...  
Keyword(s):  
Lean Manufacturing ◽  
Technological Development ◽  
Manufacturing Companies ◽  
Statistical Process ◽  
Lean Implementation ◽  
Content Type ◽  
Scarce Resources ◽  
Lean Practices ◽  
Cultural Research ◽  
Strategic Context

Purpose The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices. Design/methodology/approach A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil. Findings The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture. Originality/value There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

scholarly journals Lean Intrapreneurship for Networked Manufacturing Enterprises

2019 ◽  
Vol 5 (1) ◽  
pp. 10-21 ◽  
Author(s):  
Sina Atari ◽  
Gunnar Prause
Keyword(s):  
Supply Chains ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Business Environment ◽  
High Tech ◽  
Organisational Development ◽  
Manufacturing Companies ◽  
Global Business ◽  
Lean Thinking ◽  
Expert Interview

Manufacturing processes are usually imbedded in cross-company value and supply chains. Most manufacturing companies are currently encountering the obligation to react on their rapidly changing network environments. For companies, which are willing to remain competitive and to keep their position in the global business environment, continuous improvement and innovation of production system processes has become a necessity. Lean manufacturing and lean thinking represent meanwhile traditional frameworks for improving the performance for production systems in various industries. But not all production companies succeed with their implementation efforts towards lean manufacturing and performance improvements due to failures in organisational topics, especially at the interfaces within supply chains. Lean start-up theory and its methodologies represent success factors for organisational development paving the way to intrapreneurial and innovation concepts in a lean management influenced by lean thinking. Modern manufacturing concepts which are embracing networked enterprises are emphasising approaches for production in networks. The article investigates the innovation shortcoming in the lean manufacturing framework; organisational development in the context of intrapreneurship in a case study of a modular manufacturing company which is based on a smart and lean production concept. The research is empirically validated by using data samples from a business reengineering project in an internationally operating high-tech manufacturing enterprise from Estonia. The empiric analysis is based on semi-structured expert interview data and secondary data revealing the synergies between lean practice bundles and networked production enterprises in the context of intrapreneurship.

scholarly journals Strategic Groups and Competitive Priorities in Lean Production Environments: Challenges of Production Management

2018 ◽  
Vol 18 (2) ◽  
Author(s):  
Orlando Roque Da Silva ◽  
Delvio Venanzi ◽  
Haroldo Lhou Haegawa ◽  
Diogo Faustino
Keyword(s):  
Lean Manufacturing ◽  
Production Management ◽  
Lean Production ◽  
Manufacturing Companies ◽  
Strategic Groups ◽  
Strategic Orientations ◽  
Production Environments ◽  
Auto Parts ◽  
Production Practices ◽  
The Relationship

This paper explores how the choices and implementation of lean production practices are influenced by performance goals prioritized by firms in the context of operations strategy. We analyzed a set of fifty-six companies in the auto parts industry in Campinas and Jundiai region, divided into four strategic groups. These groups of firms that adopt similar strategic orientations were used to investigate the relationship between implementation of lean manufacturing practices and choice of performance objectives. The results suggest that consideration of strategic groups can improve the understanding of how performance objectives can define lean manufacturing practices adopted by manufacturing companies.

scholarly journals A Review of the Critical Success Factors in the Adoption of Lean Production System by Small and Medium Sized Enterprises

2014 ◽  
Vol 564 ◽  
pp. 627-631 ◽  
Author(s):  
H. Tamjid Yamchello ◽  
R. Samin ◽  
A. Tamjidyamcholo ◽  
P. Bareji ◽  
A. Beheshti
Keyword(s):  
Cultural Change ◽  
Production System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Production ◽  
Dynamic Markets ◽  
Critical Success ◽  
Management Commitment ◽  
Top Management Commitment ◽  
And Training

Small and Medium-sized Enterprises (SMEs) are important contributors to the economy of a country. In recent years, due to globalization and competition in the market they have faced high pressure to survive in the market. Lean production as a method of cost reduction which improves the efficiency has been adopted by many SMEs to survive within these dynamic markets. However, many failures of implementing a successful lean production system have been reported, caused by the inherent limitations of and factors unique to SMEs. This paper reviewed studies that focused on the Critical Success Factors (CSFs) of implementing lean production among SMEs. The result of the study highlighted that lack of top management commitment, cultural change, education and training might hinder the implementation of lean production in SMEs successfully.

scholarly journals A Model to align the organizational culture to Lean

2018 ◽  
Vol 11 (2) ◽  
pp. 207 ◽  
Author(s):  
Mehrsa Taherimashhadi ◽  
Imma Ribas
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Evaluation Model ◽  
Structured Interviews ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Lean Transformation

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.  

The relationship between organizational attitude and lean practices: an organizational sense-making perspective

2020 ◽  
Vol 120 (9) ◽  
pp. 1715-1731
Author(s):  
Mohsin Malik ◽  
Salam Abdallah
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Critical Role ◽  
Customer Management ◽  
Sense Making ◽  
Successful Implementation ◽  
Lean Management ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Practices

PurposePast studies of lean have failed to sufficiently address the importance of social factors for successful lean implementations. This paper aims to broaden and deepen the understanding of lean as a socio-technical paradigm by conceptualizing lean implementation as an organizational change process.Design/methodology/approachThis study draws on the organizational sense-making literature to conceptualize and validate lean implementation as an organizational change process that necessitates a focus on the ability of organizational actors to construct a shared meaning of lean. This study posit that this shared understanding shapes the collective behaviour and attitudes of people towards a future desired organizational state such as a successful implementation of lean. Survey data were collected from various manufacturing and services firms to test the hypothesis derived from literature using a structural equation modelling approach.FindingsThe mutual social interactions of organizational actors contribute to an enabling lean organizational attitude that has a dominant effect on the lean practices of employee involvement, internal technical practices, supplier and customer management. This study also established boundary conditions for these relationships by identifying firm size as a moderating variable.Research limitations/implicationsThe findings establish a supportive organizational attitude as an antecedent for lean implementation, which goes beyond the current socio-technical characterization of lean management. This conceptualization draws the attention of researchers and practitioners towards the critical role of the cooperative behaviours of organizational actors in lean implementations.Originality/valueThe statistical results add a novel perspective to the discourse on the social dimension of lean implementation by conceptualizing and validating lean management as a combination of organizational attitude and the process facilitators comprising of employee empowerment, internal technical practices, supplier and customer management.

scholarly journals Real time implementation and validation of lean implementation model for sustainability (LIMS) in medium scale industry

2018 ◽  
Vol 7 (3.29) ◽  
pp. 16
Author(s):  
S Gunasekharan ◽  
D Elangovan ◽  
S Sudhakara Reddy ◽  
M Maheswari
Keyword(s):  
Real Time ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Socially Responsible ◽  
Lean Implementation ◽  
Medium Scale ◽  
Implementation Model ◽  
Critical Success ◽  
Reduction Techniques ◽  
Materials Used

Lean manufacturing is a strategic tool, which is used to cut down waste and to improve the efficiency of an organization and helps the organization to sustain in the competitive environment. Implementation of lean systems in organization results in reduce energy consumption, waste generation, and hazardous materials used while also building the companies’ images as socially responsible organizations. Several research efforts discussed in the literature indicate that lean companies show significant environmental improvements by being more resource and energy efficient. Lean systems are associated with waste reduction techniques. In foreign, many industries have started implementing these concepts and they are getting good results. In India, companies are facing problems in implementing lean concept. Critical success factors for lean system implementation in Indian medium scale manufacturing industries has been identified to overcome it. The factors are grouped into different levels by Interpretive Structural Modelling (ISM). A lean implementation model has been developed for medium scale industry and named as 'LIMS'. This paper investigates the implementation and validation of the LIMS through the real time implementation in a medium scale industry. 

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