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 Manufacturing enterprise management concept focused on maximum customer engagement

2021 ◽  
Vol 116 ◽  
pp. 00085
Author(s):  
Vadim Tynchenko ◽  
Oksana Kukartseva ◽  
Aygul Ogol ◽  
Andrei Yamshchikov ◽  
Aleksandr Bondarev
Keyword(s):  
Lean Manufacturing ◽  
Lean Production ◽  
Foreign Market ◽  
Complete Sequence ◽  
Customer Engagement ◽  
Enterprise Management ◽  
Manufacturing Companies ◽  
Value Stream ◽  
Management Concept ◽  
Push And Pull

This article examines one of the main directions for improving the activities of structural units - lean production, which is widely practiced abroad, but in Russian conditions it is mainly used by large manufacturing companies focused on the foreign market. The article discusses the methodology for the implementation of lean manufacturing. Seven types of losses were given, as well as a complete sequence of actions to eliminate them. We learned a value stream map, types of streams and their composition according to various factors. We examined the tools in the Lean Manufacturing system for the implementation of this technique. Also, enterprise management systems based on push and pull systems were described, diagrams for them were given that show the essence of the operation of these systems. At the end of the work, conclusions were drawn about the way to improve the enterprise, such as “lean manufacturing”. The main objective of this article is to identify the essence and features of the research based on the principles of lean production in the structural unit of the research object.

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.

Quality Models and Systems in Relation to the Automotive Sector in Colombia

2021 ◽  
pp. 331-352
Author(s):  
Ricardo Prada ◽  
Pablo Ocampo
Keyword(s):  
International Standards ◽  
Manufacturing Companies ◽  
Quality Management Systems ◽  
National Quality ◽  
The Usa ◽  
Quality Award ◽  
European Foundation ◽  
Auto Parts ◽  
The Relationship ◽  
National Quality Award

Quality management systems (QMS) have evolved in parallel with the concept of quality itself. The standardization of the requirements beyond the ISO 9001 standard makes the fulfillment of the suppliers and the relationship with the main clients much easier. Therefore, other criteria and/or standards have been developed that generally refer to documents published by national or international standards bodies. This work explores the situation of the main models and standards used in the automotive industry and especially in the manufacturing companies of the auto parts sector. In this case, the most commonly used models are the European Foundation for Quality Award (EFQM) in Europe, Malcolm Baldrige National Quality Award (MBNQA) in the USA, Deming Prize in Japan and Asia, among others.

Contextual factors and lean production implementation in the Brazilian automotive supply chain

2016 ◽  
Vol 21 (4) ◽  
pp. 417-432 ◽  
Author(s):  
Giuliano Almeida Marodin ◽  
Alejandro Germán Frank ◽  
Guilherme Luz Tortorella ◽  
Tarcisio Abreu Saurin
Keyword(s):  
Supply Chain ◽  
Lean Production ◽  
Content Type ◽  
Context Factors ◽  
Lean Practices ◽  
Automotive Supply Chain ◽  
Production Practices ◽  
Second Tier ◽  
Automotive Supply ◽  
The Relationship

Purpose This paper aims to understand the patterns of lean production implementation, and the relationship between three context factors (i.e. firm size, positions within the supply chain and time length of the lean initiative) and the adoption of lean production practices in firms of the automotive supply chain in Brazil. Design/methodology/approach The authors collected data from 65 companies of the automotive supply chain in Brazil. For data analysis, first a cluster analysis was performed to identify common characteristics in the companies’ context factors when considering patterns of lean implementation. Then, multivariate analysis of variance was used to investigate the differences between the context factors and the degree of use of lean practices. Findings High lean adopters had better performance than low lean adopters in terms of lead time, inventory and turnover. Firms at the first and second tier of the automotive supply chain were “leaner” than firms at the third tier. Large-sized firms were more likely to have a higher degree of use of lean practices than medium and smaller ones. Some, but not all, lean practices followed these patterns. Results also showed that some lean practices were most commonly adopted at the beginning of the lean journey, whereas others took more time to mature. Originality/value This paper demonstrated how lean practices were implemented at different positions within the supply chain, and the patterns of implementation often followed. It also considers lean in the context of developing countries such as Brazil.

scholarly journals Lean And RFID: Friends Or Foes?

2011 ◽  
Vol 6 (2) ◽  
Author(s):  
Anthony L. Patti ◽  
Anthony Narsing
Keyword(s):  
Radio Frequency Identification ◽  
Department Of Defense ◽  
Lean Manufacturing ◽  
Production Management ◽  
Visual Signals ◽  
Location Information ◽  
Rfid Tags ◽  
Rfid Systems ◽  
Frequency Identification ◽  
The Relationship

The Lean Manufacturing principles and methodology seek to eliminate waste from systems.  Many of the lean techniques emphasize simplicity.  For example, 5S (sort, set in order, shine, standardize, and sustain) and visual workplace management strive to organize and maintain the workplace so that it is easy to identify, find, and count items.  Visual signals such as Kanbans are used to time the movement of inventory.  The most basic utility of radio frequency identification (RFID) is to provide timing and location information.  Most RFID systems provide data that indicates when an item has passed by a reader.  As long as it is known where the reader was at the time of the read, location information is also available.  Readers are placed strategically so that after the read, the item’s location is known to be within a defined area.  Additionally, real time locator systems (RTLS’) use an array of readers to triangulate a more precise location for the item.  Implementation of RFID systems is being driven primarily by large retailers and the Department of Defense (DOD).  They are requiring their suppliers to attach RFID tags to the items they supply.  However, it has been noted that suppliers who just “slap and ship” tags will find RFID to be an added expense.  Suppliers who use RFID tags to improve their inventory and production management will find RFID to be an investment with a fairly short payback.  This article will explore the relationship between RFID and Lean Manufacturing.  Are RFID and Lean competitive or compatible?  Does RFID improve Lean systems or do Lean systems improve RFID?

Lean supply chain practices: an exploratory study on their relationship

2018 ◽  
Vol 29 (3) ◽  
pp. 1049-1076 ◽  
Author(s):  
Guilherme Tortorella ◽  
Ricardo Giglio ◽  
Diego Castro Fettermmann ◽  
Diego Tlapa
Keyword(s):  
Lean Manufacturing ◽  
Partial Correlation ◽  
Multivariate Techniques ◽  
Manufacturing Companies ◽  
Content Type ◽  
Partial Correlations ◽  
Implementation Effect ◽  
Adoption Level ◽  
The Relationship ◽  
Lean Supply Chain

Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.

scholarly journals FORMATION OF A LEAN PRODUCTION CULTURE IN ORGANIZATIONS AS A FACTOR OF INCREASING LABOR PRODUCTIVITY IN A REGION (ON THE EXAMPLE OF THE TCHAIKOVSKY BRANCH OF JSC "GAZPROM BYTOVYE SISTEMY")

2021 ◽  
Vol 31 (5) ◽  
pp. 827-833
Author(s):  
N.S. Surnina ◽  
S.V. Timofeev ◽  
T.V. Pletneva
Keyword(s):  
Sustainable Development ◽  
Lean Manufacturing ◽  
Production Management ◽  
Business Processes ◽  
Lean Production ◽  
The Sustainable Development ◽  
Production Management System ◽  
Quality Design ◽  
Manufacturing Technologies ◽  
Stable Development

The article examines the relevance of creating a lean production management system as an organization of activities focused on increasing the attractiveness of the technical, economic and aesthetic qualities of a product or service for the consumer, achieving stable development of the organization through continuous improvement of business processes through the involvement of personnel and the elimination of all types of losses. The authors describe in detail the stages of the creation of the DARINA Operating System in the Tchaikovsky branch of Gazprom Bytovye Sistemy JSC. The importance of the formation of a culture of lean production among all participants in business processes has been substantiated. Research into the prevalence and effectiveness of lean manufacturing in the Perm Territory in general and in the Chaikovsky District in particular shows the growing interest of business and government in the implementation of lean manufacturing technologies. This situation contributes to the development of the organization as a conductor of the ideas of lean production in the region. At present, shaping the methodology for using the principles of lean production and the principles of lean management of sustainable development, providing support to enterprises of the Perm Territory, the Chaikovsky branch of JSC Gazprom Bytovye Sistemy is successfully developing and expanding the boundaries of its potential capabilities, not only in the production of products that best meet the needs of consumers in relation to quality, design and price, but also a more multifaceted implementation of the principle of social responsibility as a prerequisite for the sustainable development of the company through participation in projects aimed at strengthening social support for the population.

INTRODUSING OF EFFICIENT PRODUCTION MANAGEMENT IN PHARMACEUTICAL COMPANIES

2021 ◽  
pp. 60-67
Author(s):  
Khalimova А.А. ◽  
Kovalenko A.V. ◽  
Ugolnikov V.V.
Keyword(s):  
Labor Productivity ◽  
Lean Manufacturing ◽  
Production Management ◽  
Lean Production ◽  
The State ◽  
Pharmaceutical Companies ◽  
Efficient Production ◽  
Productivity Improvement ◽  
Foreign Companies ◽  
Pharmaceutical Production

The article analyzes the possibilities of applying the concepts of lean manufacturing, kaizen and 6 sigma in pharmaceutical production. The number of companies that use one or another productivity improvement system is increasing annually. The pharmaceutical sector is also actively involved in this process. Foreign companies such as Merck, Pfizer, Baxter and others have adopted various concepts of efficient production management since the beginning of the 21st century. In Russia, not only pharmaceutical companies, but also the state realized the need to implement such systems. Since 2010, many government programs and projects have been implemented to improve the efficiency of enterprises, expand them and increase exports. Some projects are focused only on the pharmaceutical industry (anti-epidemic projects, drug labeling, etc.), others - on certain industries (SPIC, labor productivity, labor productivity with RFRP). The "Labor Productivity" project is the only one that directly related to the implementation of lean production; in the rest, lean production can be implemented along with the implementation of the project's tasks. So, for example, the company AstraZeneca Industries Ltd did it, having carried out the localization of production in the Kaluga region under the SPIC project according to the Lean production principles. The article analyzes the activities of Russian companies that implement lean manufacturing tools under the national project "Labor productivity". The project participants are distributed in accordance with the types of products produced, by geography and the type of participation in the state program. The experience of the Werteks company, which introduced lean manufacturing tools with the participation of the Japan Association for Trade with Russia and Newly Independent States, was also studied.

The digitalization of manufacturing: investigating the impact of production environment and company size

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sven-Vegard Buer ◽  
Jo Wessel Strandhagen ◽  
Marco Semini ◽  
Jan Ola Strandhagen
Keyword(s):  
Digital Technologies ◽  
Shop Floor ◽  
Company Size ◽  
Manufacturing Companies ◽  
Production Environment ◽  
Content Type ◽  
Significant Difference ◽  
Production Environments ◽  
The Impact ◽  
The Relationship

PurposeWhile manufacturing digitalization is currently considered an important enabler of competitive advantage, its applicability across the industrial spectrum is unclear. This paper aims to investigate the relationship between the use of digital technologies and different production environments and company sizes. The focus is on three aspects of digitalization: shop floor digitalization, technologies for vertical and horizontal integration and organizational IT competence.Design/methodology/approachThis study is based on data gathered from a survey questionnaire sent to 212 Norwegian manufacturing companies. To test the formulated hypotheses, the two-way analysis of variance (ANOVA) method was used.FindingsThis study confirmed that large enterprises (LEs) have a significantly higher level of shop floor digitalization and organizational IT competence than small and medium-sized enterprises (SMEs). Regarding the difference between production environments, no statistically significant difference in the implementation level of the investigated digitalization aspects could be found.Originality/valueTo the best of the authors' knowledge, this is one of the first studies to investigate differences in the adoption of digital technologies between different groups of production environments. This study also provides updated findings related to the relationship between digitalization and company size. The findings presented in this paper provide important insights into directing future research efforts to assist environments that are currently lagging behind in their digital transformation.

scholarly journals Personnel management on the basis of the competence model formation in lean production

2021 ◽  
Vol 17 (2) ◽  
pp. 131-137
Author(s):  
G. V. Karamushko ◽  
N. G. Maskova
Keyword(s):  
Human Resources ◽  
Lean Manufacturing ◽  
Production Management ◽  
Lean Production ◽  
Competence Model ◽  
Social Sphere ◽  
Strategic Goals ◽  
Competency Based ◽  
Four Levels ◽  
Model Formation

The purpose of the research is to develop and improve human resources of an organization by using a competence model in the field of lean production. The following methods are used: methods of generalization, comparative analysis, induction, decomposition, formalization, and modeling. The results: the paper defines the essence and necessity of a competency-based approach in mastering the philosophy, principles and tools of lean production. Nowadays, lean manufacturing is a harmonious frame of reference that can be represented in the form of four levels: philosophy, values, principles, tools. The widespread introduction of lean manufacturing allows you to improve processes, concentrate efforts on creating value for a consumer, and reduce the waste of time and resources of all kinds. Also, the article presents a matrix of lean competencies, which allows you to assess the most important competencies for specific positions and allows employees to compare their own ideas about themselves, their potential with the ideas of a manager and, in accordance with this, to orient their way of action in the field of lean production, advanced training. The conclusion: the development and improvement of human resources, including pedagogical, scientific and scientific and pedagogical workers, engineering and technical workers are directly dependent on the management system. The person who owns deeply the knowledge of lean production and the skills of their application in various fields: production, management, healthcare, education, social sphere plays the major role. Therefore, the competency model presented in the research in the field of lean technolo- gies will be focused on achieving strategic goals, improving organization processes, reducing losses, and therefore add value to the organization. Assessment of employees using the competency matrix will allow the head of an organization to analyze the approaches and tools used by him in the field of lean manufacturing and offer training in innovative educational programs and technologies that ensure high quality of development of lean competencies.

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