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. 

Critical Success Factors for Implementation of Lean and Green in Medium Scale Manufacturing Industries

2014 ◽  
Vol 592-594 ◽  
pp. 2588-2595 ◽  
Author(s):  
S. Gunasekharan ◽  
D. Elangovan ◽  
P. Parthiban
Keyword(s):  
Lean Manufacturing ◽  
Critical Success Factors ◽  
Success Factors ◽  
Manufacturing Industries ◽  
Socially Responsible ◽  
Medium Scale ◽  
Critical Success ◽  
Reduction Techniques ◽  
Lean And Green ◽  
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 green 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 and green 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 and green concept. This paper investigates critical success factors for lean and green system implementation in Indian medium scale manufacturing industries. The factors are grouped into different levels by Interpretive Structural Modelling (ISM)

A Lean Six Sigma implementation model based on Critical Success Factors

2017 ◽  
Author(s):  
Fernando Forcellini ◽  
Milton Pereira ◽  
Helio Aisenberg Ferenhof ◽  
Arthur Boeing Ribeiro
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Implementation Model ◽  
Model Based ◽  
Critical Success

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.

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.  

Determination of the Critical Success Factors of Philosophies, Techniques, and Tools for Continuous Improvement Applied in the Service Sector

2020 ◽  
pp. 237-260
Author(s):  
Karla F. Madrigal ◽  
Erwin Martinez Gomez ◽  
Salvador A. Noriega Morales ◽  
Vianey Torres-Arguelles ◽  
Roberto Romero López
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Critical Success Factors ◽  
Manufacturing Industry ◽  
Service Sector ◽  
Success Factors ◽  
Service Industry ◽  
Lean Six Sigma ◽  
Growth Trend ◽  
Critical Success

At the global level, the service industry represents a critical component for the economy and its growth trend is above of the other sectors. This sector alone is responsible for 63% of the gross domestic product and 45.5% of labor occupation worldwide. Despite its role in modern economies, the sector receives very little attention. In the literature, the authors have found the efforts that have been made to increase the efficiency and productivity of this type of organizations: adapting philosophies, tools, and/or techniques that were born to achieve this goal in the manufacturing industry, such as Lean manufacturing, total quality management, six sigma, lean six sigma, among others. The objective of this study is to perform an exhaustive literature review of the critical success factors reported in diverse studies of the implementation of these tools or philosophies in the service sector, as well as their differences, similarities, and results.

Help chain in companies undergoing a lean implementation

2018 ◽  
Vol 9 (1) ◽  
pp. 113-132 ◽  
Author(s):  
Guilherme Tortorella ◽  
Diego Fettermann
Keyword(s):  
Performance Indicators ◽  
Success Factors ◽  
Operational Performance ◽  
Quality Performance ◽  
Lean Implementation ◽  
Content Type ◽  
Critical Success ◽  
The Subject ◽  
And Performance ◽  
Validated Instrument

Purpose The purpose of this paper is to propose an instrument for assessing the relationships between the critical success factors (CSFs) that promote help chain, providing means to enhance overall equipment effectiveness (OEE) and quality performance in companies undergoing a lean implementation. Design/methodology/approach The aforementioned relationships were determined and validated through a survey carried out with 50 Brazilian manufacturers. The authors, thus, provide an empirically validated instrument for assessing help chain CSFs and their impact on key operational performance indicators with no parallel in the existing literature. Quality (incidence of scrap and rework in manufacturing processes) and OEE (overall equipment effectiveness measured in percentage) were chosen as performance indicators because of their recognized relevance in previous research related to help chain approach. Findings The results of this paper show that the size of the company and CSFs have a significant relationship with quality. However, for OEE, time of lean implementation seems to be significantly important to predict its performance. Originality/value Identifying relevant relationships between CSFs and performance indicators may contribute to specify the context in which problems are expected to occur. With that knowledge, manufacturers will be able to emphasize the development of such factors that tend to improve their operational performance. Therefore, possible correlations are investigated to obtain a clearer comprehension around the subject and enable a better understating over the boundary conditions that surround the problem.

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.

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