Previous Studies and Differences Between Lean Management and World Class Manufacturing

2019 ◽  
Vol 18 (06) ◽  
pp. 1941-1966
Author(s):  
Fabio De Felice ◽  
Laura Petrillo ◽  
Luigi Ranieri ◽  
Antonella Petrillo
Keyword(s):  
Lean Manufacturing ◽  
Methodological Approach ◽  
Quantitative Relationship ◽  
Fuzzy Cognitive Maps ◽  
Company Performance ◽  
Lean Management ◽  
Analytic Hierarchy ◽  
Individual Factor ◽  
World Class ◽  
World Class Manufacturing

The main objective of this study is to determine the relationship between Lean Management (LM) and World Class Manufacturing (WCM) practices of aeronautical company in Italy. The methodology should help managers to select those principles and tools of Lean Manufacturing and WCM that are expected to be effective in their company. The research aims to integrate the two models and to achieve a global manufacturing performance in order to maximize the company performance. To this end, a methodological approach, based on Fuzzy Cognitive Maps (FCMs) and the Analytic Hierarchy Process (AHP), is proposed to quantitatively evaluate relationships between LM and WCM. The proposed model allows to identify key factors of Lean and WCM practices and to measure the quantitative relationship between these strategies. The final output is a dynamic analysis designed to identify how relations change with each individual factor.

Enhancing Firm Competitiveness through Concurrent Implementation of TQM, JIT and TPM

2014 ◽  
Vol 660 ◽  
pp. 976-982
Author(s):  
Lukman Sukarma
Keyword(s):  
Empirical Evidence ◽  
Research Methodology ◽  
Company Performance ◽  
Insufficient Evidence ◽  
Target Setting ◽  
Performance Targets ◽  
World Class ◽  
The Impact ◽  
Simultaneous Implementation ◽  
World Class Manufacturing

As a continuation of the previous paper by the author for this conference, this article provides empirical evidence for the impact of concurrent implementation of TQM, JIT and TPM in enhancing company performance, and hence its competitiveness. In doing this, ingredients of World Class Manufacturing company performance are reviewed, hypotheses and research methodology are developed, and data are analysed to verify the hypotheses. It is confirmed that plants implementing TQM, JIT and TPM concurrently outperform those, which implement only one or two of the methods, and there is no difference in performance among plants using either one or two of the methods. Further investigation on the causes of difference in performance reveals that, in addition to simultaneous implementation of the three methods, the establishment of performance targets leads to better performance. However, there is insufficient evidence to claim that involving employees in target setting has an effect on performance.

scholarly journals GESTÃO DA QUALIDADE E DA PRODUÇÃO: INTEGRAÇÃO DE TÉCNICAS AVANÇADAS E SUAS APLICABILIDADES NA INDÚSTRIA MODERNA.

2019 ◽  
Author(s):  
Cláudio Filipe Lima Raposo ◽  
Marina Lourenço da SIlva
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
World Class ◽  
Sigma E ◽  
World Class Manufacturing

E A preocupação com a Produção no século XXI é destaque em um mundo cada vez globalizado e as necessidades humanas cada vez mais complexas e insaciáveis. O presente trabalho busca uma abordagem sobre as técnicas Lean Manufacturing, Six Sigma e World Class Manufacturing (WCM) destacando sua importância para o mercado industrial, a busca do conhecimento dessas ferramentas no século XXI. A integração do dessas ferramentas tende a elevar plenamente a qualidade do produto, no processo de produção, na redução de diversos custos, na conservação do ambiente de trabalho e no desenvolvimento de uma indústria mais fluida.

The Impact of World Class Manufacturing Practices on Company Performance: A Critical Review

2014 ◽  
Vol 564 ◽  
pp. 727-732 ◽  
Author(s):  
Lukman Sukarma ◽  
Hafizah Azmi ◽  
Nurlisa Loke Abdullah
Keyword(s):  
Manufacturing Sector ◽  
Superior Performance ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Bottom Line ◽  
Quality Cost ◽  
The Status ◽  
World Class ◽  
The Impact ◽  
World Class Manufacturing

This paper provides a critical analysis on the impact of world-class manufacturing practices on company performances in the manufacturing sector based on a survey conducted on various manufacturing companies in Malaysia. The result gathered was used to developatheoretical framework that will be used to investigate whether the quality, cost, delivery and flexibility may affect the performance of bottom line in these manufacturing companies.The theoretical framework is also formed based on a comprehensive review of existing manufacturing management literature to propose the “World Class Manufacturing (WCM) Framework" to achieve manufacturing excellence.It is a combination of these three approaches which offers complementary outputs, which form the basis for pursuing superior performance in manufacturing.This paper presents the WCM Framework and addresses the possible synergy of concurrent application of TQM, JIT and TPM. A discussion of the various practices used in the Framework provides not only guidance on how to implement the Framework, but also an instrument to measure the status of its implementation. It is expected that the concurrent application of TQM, JIT and TPM, via their accompanying practices, may bring about significant improvements in quality, cost, delivery and flexibility.

The Critical Role of TQM, JIT, and TPM in the Revisiting World Class Manufacturing and Manufacturing Excellence

2014 ◽  
Vol 660 ◽  
pp. 959-965 ◽  
Author(s):  
Lukman Sukarma
Keyword(s):  
Performance Improvement ◽  
Production System ◽  
Critical Role ◽  
Company Performance ◽  
Integrated Production ◽  
Comprehensive Survey ◽  
World Class ◽  
The Impact ◽  
World Class Manufacturing

Based on a comprehensive survey of existing manufacturing literature, the importance of the integrated production system in achieving manufacturing excellence is elaborated. In doing so, world-class manufacturing and manufacturing excellence are revisited. Four models of WCM and three concepts of ME are reviewed. Each element, which is considered to constitute WCM, is also discussed in detail. The impact of TQM, JIT, and TPM, individually and concurrently on company performance is exhaustively reviewed. Previous models of the integrated models are also compared. The existence of synergy in the application of TQM and JIT leading to additional performance improvement is also demonstrated. But the incorporation of TPM in the integrated production system has never been empirically investigated. Subsequent papers based on this study will present empirical evidence for the effectiveness of the integrated model.

The Measures of Performance for World Class Manufacturing Practices: A Critical Review

2015 ◽  
Vol 761 ◽  
pp. 545-549 ◽  
Author(s):  
Lukman Sukarma ◽  
Hafizah Azmi
Keyword(s):  
Performance Indicators ◽  
Critical Review ◽  
Critical Analysis ◽  
Business Performance ◽  
Company Performance ◽  
Manufacturing Performance ◽  
World Class ◽  
A Company ◽  
Measures Of Performance ◽  
World Class Manufacturing

As a continuation of the previous paper by the same authors, this article presents a critical analysis on how companies practicing world class manufacturing (WCM) have to modify their ways of measuring performance in their efforts to attain manufacturing excellence. In doing so, implications of implementing WCM methods in measuring company performance are elaborated. While business performance depicts a company's ability to satisfy customers' needs, hence customers mostly perceive their measurement; manufacturing performances can be used as yardsticks to assess the effectiveness of its resources to satisfy the customer. This paper proposes 15 manufacturing performance as key performance indicators for a company pursuing WCM.

scholarly journals Diseño de una metodología para generar un plan de mantenimiento a través de la integración de RCM, WCM y Lean Manufacturing aplicable en procesos de trefilado de alambrón

2020 ◽  
Vol 14 (27) ◽  
pp. 82-90
Author(s):  
Emilio Pérez Adán ◽  
Ivonne Castiblanco-Jiménez ◽  
Nicolás Francisco Mateo Díaz
Keyword(s):  
Lean Manufacturing ◽  
Design Thinking ◽  
Reliability Centered Maintenance ◽  
World Class ◽  
World Class Manufacturing

Se presenta el desarrollo de cinco fases basadas en el Design Thinking (Empatizar, Definir, Idear, Prototipar, Evaluar) con el propósito de diseñar una metodología integrando herramientas de Reliability Centered Maintenance (RCM), World Class Manufacturing (WCM) y Lean Manufacturing, la cual permita generar un plan de mantenimiento aplicable en procesos de trefilado de alambrón particularmente en una empresa mexicana del sector del acero. En las fases “Empatizar, Definir e Idear”, se identifican los problemas principales en procesos del sector del acero de empresas colombianas y una en México, planteando alternativas de solución basadas en las necesidades y realidades, considerando los Key Perfomance Indicators (KPI) esperados. Posteriormente se seleccionan herramientas acordes al problema y a las alternativas de solución planteadas. En las fases “Prototipar y Evaluar”, se integran las herramientas seleccionadas generando un plan de mantenimiento el cual es descrito y representado por un diagrama como evaluación de la metodología diseñada.

World Class Manufacturing Operations Management: Scale Development and LHEMI Model Proposition

2018 ◽  
Vol 15 (05) ◽  
pp. 1850042 ◽  
Author(s):  
Paulo S. G. Oliveira ◽  
Luciano F. da Silva ◽  
Dirceu d’Silva ◽  
Maria C. Tecilla ◽  
Rodrigo C. da Silva
Keyword(s):  
Operations Management ◽  
Lean Manufacturing ◽  
Quantitative Model ◽  
Environmental Practices ◽  
Manufacturing Operations ◽  
Professional Network ◽  
Final Sample ◽  
Exploratory Factor Analyses ◽  
World Class ◽  
World Class Manufacturing

This paper aims to create a quantitative model of World Class Manufacturing (WCM) using the findings of Oliveira (2015) who identified six constructs using the PLS-PM method to create a WCM-LHEMI model, which is an acronym for Lean Manufacturing, Human Resource Management, Environmental Practices, and Marketing Integration. We created a questionnaire using the variables that exploratory factor analyses identified as consistent and distributed it to 1000 professionals using the LinkedIn professional network. From these, our final sample consisted of 180 completed questionnaires, which exceeded the 68 answers needed to have an adequate sample based on suggestions by G*Power Software. Eleven hypotheses were analyzed and six were accepted and considered valid. A goal of this research was to examine the professional’s perception about the need for enterprises to have environmental practices to become WCM enterprises. A main contribution of this study was to propose a WCM model using professional perceptions about what denotes a WCM enterprise through a PLS Statistics method.

Design of a Conceptual Model for Improving Company Performance Based on Lean Management Applying the Viable System Model (VSM)

2018 ◽  
Vol 2 (2) ◽  
pp. 49-63 ◽  
Author(s):  
Sergio Gallego García ◽  
Rayco Rodríguez Reyes ◽  
Manuel García García
Keyword(s):  
Production Management ◽  
Modern Society ◽  
Holistic Approach ◽  
Service Level ◽  
System Model ◽  
Company Performance ◽  
Lean Management ◽  
Viable System Model ◽  
Viable System ◽  
The Right

Abstract Designing, changing and adapting organizations to secure viability is challenging for companies. Researchers often fail to holistically design or transform organizations. Thus, the aim of this study is to propose a holistic approach how organizations can be designed, changed or managed considering also its implications to production management following lean management principles. Hereby the Viable System Model was applied. This structure can be applied to any kind of structured organization and for its management with goals to be achieved in modern society; however focus of the research is the cluster of manufacturing and assembly companies. Goal of the developed organizational model is to be able to react to all potential company environments by taking decisions regarding organization and production management functions correctly and in the right moment based on the needed information. To ensure this, standardized communication channels were defined. In conclusion this proposed approach enables companies to have internal mechanisms to secure viability and also in production to reduce necessary stocks, lead times, manpower allocation and leads to an increase of the service level to the final customer.

scholarly journals Postgraduate Studies on Lean Management—A Review of Initiatives

2020 ◽  
Vol 10 (8) ◽  
pp. 197
Author(s):  
Mariusz Bednarek ◽  
Aleksander Buczacki ◽  
Lukasz Bielakowski ◽  
Bartlomiej Gladysz ◽  
Mariusz Bryke
Keyword(s):  
Lean Manufacturing ◽  
Success Factors ◽  
Postgraduate Education ◽  
General Level ◽  
Success Factor ◽  
Lean Management ◽  
Successful Model ◽  
Critical Success ◽  
Postgraduate Studies ◽  
Long Time

The article elaborates upon a successful model of postgraduate studies on lean manufacturing. The subject of the research was nine editions of the Kaizen Academy postgraduate studies organized by the Warsaw University of Technology and the Kaizen Institute in the years 2009–2018, that still enjoys interest in the market. A detailed qualitative analysis of this case, followed by a comparative analysis with other post-graduate programs of this type on the national, European, and global level should make it possible to find what is necessary to launch and actively operate for a long time in the (considerably competitive) market of qualification raising programs related to Lean Management (critical success factors). The study has also identified the differences between a successful program, analyzed in detail, and other available programs described in the literature and on the Internet. This has been achieved through a structured analysis of thirty-nine postgraduate programs identified by querying scientific databases and the Google Internet search engine. Best practices and models of postgraduate education on Lean Management have been discussed, and the thirty-nine programs comprising the identified sample have been compared. Considering the very general level of the data available in terms of the organization of postgraduate programs, it has also been assessed if they follow constructivism and experiential learning paradigms. This has been achieved by including the industrial days/visit indicator in the comparison. Given its high value, it has been identified as a success factor of the postgraduate curriculum on Lean Management.

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