PROBLEMS OF FORMATION OF SEPARATE ELEMENTS OF THE SCIENTIFIC REFERENCE APPARATUS IN THE CONCEPT OF INNOVATIONS OF THE LEAN PRODUCTION SYSTEM

2020 ◽  
Keyword(s):  
Production System ◽  
Lean Production ◽  
Reference Apparatus

scholarly journals Applied value stream mapping lean production system clipsal Vietnam Co

2015 ◽  
Vol 18 (1) ◽  
pp. 54-58
Author(s):  
Phong Nhu Nguyen ◽  
Thanh Van Vo ◽  
Van Thi-Thuy Ha
Keyword(s):  
Production System ◽  
Lean Production ◽  
Delivery Rate ◽  
Value Stream Mapping ◽  
Viet Nam ◽  
Nam Co ◽  
Value Stream ◽  
On Time Delivery

The paper applied Value Stream Mapping VSM for lean production system of Clipsal Viet Nam Co with reduces the time produc, improve productivity after reduces waste and increased on – time delivery rate.

scholarly journals MANAGEMENT ACCOUNTING TOOLS FOR IMPROVEMENT OF PRODUCTION PROCESS - LEAN PRODUCTION SYSTEM

2019 ◽  
Vol 31 (5) ◽  
pp. 1391-1396
Author(s):  
Gordana Stojmenović ◽  
Lyubcho Varamezov
Keyword(s):  
Production Process ◽  
Continuous Improvement ◽  
Production System ◽  
Customer Value ◽  
Production Systems ◽  
Management Accounting ◽  
Lean Production ◽  
Continuous Process ◽  
Added Value ◽  
Modern Business

Business in modern business conditions requires a continuous process of improvement and investment in all activities in the company. In order to survive on the market, resist the challenges of competition, but also the demands of customers, companies are constantly innovating the production process in an effort to improve all the company's activities. One of the production systems that proved to be suitable for continuous improvement and improvement of the production process is Lean production system. It represents the way companies react to the challenges of the present and the future. The Lean production system offers a variety of instruments, and for their implementation and application, managers are at all levels of responsibility and responsibility. Bearing this in mind, it can be said that the Lean production system is part of the management accounting. In addition, it represents a complete philosophy of thinking and action, which results in significant results by adequate application. The condition and the assumption that this management philosophy will lead to proper effectiveness and efficiency and enable them to continually improve in the function of maximizing profits is the authorization of employees to engage in the process of continuous improvement and decision-making. Lean is based on certain principles and philosophies, including customer value, value flow mapping, continuous flow, system requirements, and continuous improvements. Lean focuses on the added value. Lean's principle is a continuous search for perfection, perfection in production and business cooperation, with complete elimination of losses. Companies that implement the Lean Concept are constantly looking for ways to continually improve their efficiency, reduce costs and improve the quality of their products.

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.

Lean production system: compatible with Malaysian culture?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Siew Imm Ng ◽  
Ck Cha ◽  
Murali Sambasivan ◽  
Azmawani Abd Rahman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Change Management ◽  
Human Resource ◽  
Operations Management ◽  
Production System ◽  
Management Practices ◽  
Lean Production ◽  
Secondary Source ◽  
Content Type

Theoretical basis An instructor could link the case to lean production principles and Kurt Lewin’s change management model, key reading materials on these theories are, namely,  Lewin, K (1947) Frontiers in group dynamics: concept, method and reality in social science; equilibrium and social change. Human Relations 1(1): 5–41  Stewart, J. (2012). The Toyota Kaizen continuum: a practical guide to implementing lean. Boca Raton, FL: CRC Press. Wickramasinghe, V. and Wickramasinghe, G. L. D. (2020). Effects of human resource management practices, lean production practices and lean duration on performance. The International Journal of Human Resource Management, 31(11), 1467–1512. Research methodology This case was developed from both primary and secondary sources. The primary source included three face to face meetings with Mr CK in University Putra Malaysia (two meetings) and WSAE factory (Rawang, Malaysia – one meeting), respectively. Interviewed three workers at Rawang factory. The secondary source was taken from the company website and company reports. Case overview/synopsis Dr Wan, the Chief Executive Officer of WSA Engineering Sdn Bhd (WSAE) accepted the invitation from Small Medium Industries Development Corporation to participate in a Malaysian-Japanese Industry Cooperation program that focused on Lean Production System (LPS). Dr Wan was worried about Malaysia’s culture incompatible with Japanese-originated LPS. The case shares how the organization and behavioral change took place, for LPS buy-in. Successes and challenges WSAE faced in the 10-year journey of implementing LPS were elaborated. Complexity academic level This case was written for use in an operations management course, on the topic of lean production. It can also be used as a training material targeting the operation managers of a manufacturing company aiming to implement lean production or any change management process.

GPS-Einführung in KMU der Pharmaindustrie/LPS implementation in pharmaceutical SME – Development of an assistance system for the configuration and implementation of LPS

2020 ◽  
Vol 110 (04) ◽  
pp. 250-254
Author(s):  
Felix Sieckmann ◽  
Holger Kohl
Keyword(s):  
Production System ◽  
Lean Production ◽  
Assistance System ◽  
Pharmaceutical Companies ◽  
Sich Eine

Die Einführung eines Ganzheitlichen Produktionssystems (GPS) ist ein geeignetes Mittel zur Steigerung der Wettbewerbsfähigkeit. Für kleine und mittlere Pharmaunternehmen gestaltet sich eine solche Einführung aufgrund von Branchenspezifika oft als Herausforderung. Zur Unterstützung bei der Einführung eines GPS in kleinen und mittleren Pharmaunternehmen wurde eine Methodik zur Auswahl, Konfiguration und Implementierung passender Methoden entwickelt und in Form einer Software zugänglich gemacht.   The introduction of a Lean Production System (LPS) is a suitable means of enhancing competitiveness. For small and medium-sized pharmaceutical companies such an introduction is a challenge due to industry characteristics. A methodology for the selection, configuration and implementation of suitable methods was developed and made available in the form of software to support the introduction of LPS in small and medium-sized pharmaceutical companies.

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