Lean Thinking In the Manufacturing Organization ‒ Overview of the Lean Tools for Process Improvement

2019 ◽  
Author(s):  
Jovana Čabarkapa ◽  
◽  
Aleksa Sekulović
Keyword(s):  
Process Improvement ◽  
Lean Thinking ◽  
Lean Tools ◽  
Manufacturing Organization

scholarly journals The Effect of Lean Tools on the Safety Level in Manufacturing Organisations

2019 ◽  
Vol 1 (1) ◽  
pp. 514-521 ◽  
Author(s):  
Robert Ulewicz ◽  
Livia V. Lazar
Keyword(s):  
Occupational Safety ◽  
Lean Management ◽  
Delivery Time ◽  
Safety Level ◽  
Management Concepts ◽  
Lean Tools ◽  
Reducing Costs ◽  
Manufacturing Organization

AbstractLean Management is currently one of the best-known and is the most widely used management concepts in production enterprises. Lean creates such a culture of work in an organization that makes all participants in the organization interested in raising the level of quality, reducing costs and delivery time. However, there is no information about the influence of lean tools on the level of safety in production organizations. The paper presents the influence of five lean tools on the safety level by the example of metal manufacturing organization. The number of potentially dangerous situations and the number of accidents were taken as the measure of safety level. The obtained results indicates that the most important for the safety level is 5S, TPM while Kaizen, Poka-Yoka and VSM are smaller. The paper aims to broaden the knowledge about the dependence of the use of lean tools on the level of occupational safety.

scholarly journals Lean thinking turns ‘time is brain’ into reality

2015 ◽  
Vol 73 (6) ◽  
pp. 526-530 ◽  
Author(s):  
Li Min Li ◽  
Sharon Johnson
Keyword(s):  
Quality Improvement ◽  
Ischemic Stroke ◽  
Process Improvement ◽  
Value Added ◽  
Stroke Care ◽  
Time Frame ◽  
Acute Stroke Care ◽  
Lean Thinking ◽  
Time Element ◽  
Potential Opportunity

Intravenous rt-PA is an effective recanalizing treatment for ischemic stroke within 4 and half hours from its onset (Onset-to-Treatment [OTT]), with the best result seen in those treated within 90 minutes OTT. Yet few patients currently are treated in this time frame. From the standpoint of process improvement or a lean thinking perspective, there is a potential opportunity to reduce the time by eliminating non-value-added steps in each element of the stroke survival chain. The reduction in one time element does not necessarily shift the OTT under 90 minutes. Most likely, the reduction in OTT requires a coordinated approach to track and improve all elements of OTT, from the patient’s ability to recognize the onset of stroke up to delivery of medication. Shortening this total time should be a considered an indicator of quality improvement in acute stroke care.

scholarly journals Are the benefits of lean rapid process improvement workshops in healthcare worth the investment?

2020 ◽  
Vol 9 (2) ◽  
pp. 1
Author(s):  
James G. Chan ◽  
Jalil Safaei ◽  
Thomas Rotter
Keyword(s):  
Process Improvement ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Interrupted Time Series ◽  
Conclusive Evidence ◽  
Post Intervention ◽  
Process Measures ◽  
Rapid Process ◽  
Lean Tools ◽  
And Control

Background: Many organizations have adopted Lean tools to improve healthcare, but few studies adequately evaluate the effectiveness of Lean tools, such as Rapid Process Improvement Workshops (RPIWs).Objective: To evaluate the effectiveness of RPIWs conducted in surgical services at two hospital sites from economic and statistical perspectives.Methods: Retrospective data over three years from the two interventions sites were used for a cost-benefit analysis in the form of Return on Investment (ROI). The Interrupted Time Series (ITS) method was used to analyze the trends of selected process measures such as surgical volumes, overtime, and sick time hours during intervention and post-intervention periods at the two sites. Also, comparable data from two control sites were used to statistically compare the trends of some of the process measures between the intervention and control sites.Results: The cumulative effects of the six RPIWs performed at each site were examined. The results did not produce any evidence to indicate that the outcomes justify the investments. The ITS analysis revealed no indication of systematic and sustained change in the pattern of process measures at the intervention sites as a result of RPIWs. Nor did they provide significant or conclusive evidence when comparing the process measures between the intervention and control sites.Conclusions: This study identifies some of the difficulties of empirically calculating the ROI of RPIWs, and provides evidence that any realized benefits due to RPIWs implemented in two hospitals were not worth the investment. Such a result may lead us to challenge any unfounded claims of high monetary benefits from Lean tools or similar quality improvement initiatives.

scholarly journals Implementing Lean Practices: Managing the Transformation Risks

2013 ◽  
Vol 2013 ◽  
pp. 1-19 ◽  
Author(s):  
Antony Pearce ◽  
Dirk Pons
Keyword(s):  
Process Improvement ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Contextual Knowledge ◽  
Transformational Process ◽  
Lean Practices ◽  
Lean Transformation ◽  
Lean Tools ◽  
The Many ◽  
Lean Methods

Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development.

Process Improvement Using Lean Tools: A Case from Carpet Manufacturing Industry

2020 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Avanish Singh Chauhan ◽  
Vinod Yadav ◽  
Ajay Rathore ◽  
Bhavna Pandey
Keyword(s):  
Process Improvement ◽  
Manufacturing Industry ◽  
Lean Tools

scholarly journals A Review on Lean Thinking and It's applicability for Implementation on Farming

2020 ◽  
pp. 565-570
Author(s):  
P. A. Mokhadkar ◽  
R. U. Sambhe ◽  
V. R. Gandhewar
Keyword(s):  
Health Care ◽  
Supply Chain ◽  
Service Industries ◽  
Lean Thinking ◽  
Health Care Supply ◽  
Health Care Supply Chain ◽  
Lean Tools

The lean thinking accentuates on the philosophy of continuously improving performance by systematically eliminating wastes. Lean thinking [1] was introduced to extend the concept from manufacturing floor to various fields like health care, supply chain, service industries, construction, hotel industries etc. Experience shows that adopting lean thinking requires abandoning deeply engrained mainstream management thought routines and this is never easy. As various lean tools when applied to industries results in development. Now this is the time to adopt this valuable tool of development in agriculture field for changing its status. This paper is intended to provide an overview on concept of lean thinking and its applicability for implementation on farming by conferring with various lean tools.

scholarly journals Applications of template A3 and value-stream mapping in process improvement: the case of building elevators installation

2021 ◽  
Vol 28 (1) ◽  
Author(s):  
Gino Flávio Vieira ◽  
James Manoel Guimarães Weiss
Keyword(s):  
Project Management ◽  
Process Improvement ◽  
Value Stream Mapping ◽  
Lean Thinking ◽  
Process Improvements ◽  
Value Stream ◽  
Project Management Institute ◽  
Significant Process

abstract: This article explores the application of lean thinking concepts in the analysis and obtaining of significant process improvements in building elevators installations. Based on a pilot installation, planned to analyze the installation processes of an elevator manufacturer, the authors compared two similar elevator installations. In one of them, they applied various lean thinking concepts and tools, with particular emphasis on template A3 and value stream mapping (VSM). This pilot installation planning was also developed based on the recommendations for efficient project management, structured by the Project Management Institute (PMI). The application of the template A3 and the value stream mapping to the installation of one of the elevators resulted in increased productivity, reduced installation times, and increased final quality of the product installed.

Lean initiative practice for supplier developments in Philippines

2015 ◽  
Vol 6 (4) ◽  
pp. 349-368 ◽  
Author(s):  
Song-Kyoo Kim
Keyword(s):  
Lean Manufacturing ◽  
Supplier Development ◽  
Lean Thinking ◽  
Implementation Framework ◽  
Lean Implementation ◽  
Content Type ◽  
Automotive Parts ◽  
Lean Tools ◽  
Setup Phase

Purpose – The purpose of the paper is to demonstrate how Toyota deploys Lean Manufacturing and Toyota Production System (TPS) for their automotive parts’ suppliers in Philippines based on the case study and the literature review. Design/methodology/approach – The methods to better understand how Toyota donates Lean Manufacturing to develop their suppliers include to review the general Lean thinking process and tools and study in depth the selected Lean manufacturing tools that are directly related with Toyota supplier development and to show the actual implementations base in the case of the supplier of Toyota in Philippines. Findings – The result of the case study shows how Toyota donates their Lean manufacturing (TPS) methods to the suppliers. There are several procedures and various tools for the Lean process. But one procedure within the process and only some of the Lean tools are suitable for supplier development. The case shows that all improvements (Kaizen) during the Lean implementation should be directly intertwined onsite (Genba) and just a small amount of the Lean tools is needed in real-world situations. In other words, the consultation of the Lean implementation might not require the full package of the Lean implementations. More importantly, the consultations of the Lean implementation without deeply understanding the onsite are useless. Research limitations/implications – The project for the Lean deployment for supplier implementation is targeted to understand the full procedure from the start to the end, but the case in this paper is only covering the setup phase. As the suppliers of Toyota, there are additional parts to be implemented (i.e. shipping management), but it is not covered in this paper. Originality/value – There are some researches about Lean implementation framework, and only few cases deal with the actual Lean implementations. But the case about the Lean implementation of supplier development initiation which aligned with the Toyota Company is unique.

scholarly journals Exploring the Application of Lean Best Practices in Remanufacturing: Empirical Insights into the Benefits and Barriers

2021 ◽  
Vol 14 (1) ◽  
pp. 149
Author(s):  
Elzbieta Pawlik ◽  
Winifred Ijomah ◽  
Jonathan Corney ◽  
Daryl Powell
Keyword(s):  
Best Practices ◽  
Process Improvement ◽  
Automotive Industry ◽  
Lean Thinking ◽  
Commercial Viability ◽  
Lean Practices ◽  
Holistic Understanding ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Lean Methods

Remanufacturing processes have been widely identified as being important elements of a sustainable economy. However, the commercial viability of this product recovery route is significantly influenced by several operational challenges that are different from those that occur in conventional manufacturing. One of the most widely used systematic process improvement methods in conventional manufacturing is lean production, which seeks to minimize all forms of waste throughout an operation. As the academic study of lean best practices in remanufacturing processes is relatively new, there is a lack of knowledge regarding implementation and impact. As such, this paper presents multiple case studies investigating the application of lean methods in industrial remanufacturing operations. These studies focus on the automotive industry, where both conventional and remanufacturing operations have been the leading adopters of lean thinking and practice. The results of the investigation identify specific lean methods that help manage the inherent complexity of the remanufacturing processes, and consequently improve the overall productivity of the process. Similarly, factors that limit the application of lean practices within remanufacturing are also identified and discussed. Matrices for opportunities and threats are developed to enable the simple adoption of these findings. Overall, the research provides a more holistic understanding of the application of lean within a remanufacturing environment, with benefits for both academia and industry.

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