An Investigation of Lean Implementation Status in Thai Manufacturing

2011 ◽  
Vol 110-116 ◽  
pp. 4050-4056
Author(s):  
Jiraporn Pradabwong ◽  
Nantawut Sriariyawat ◽  
Chivalai Temiyasathit
Keyword(s):  
Performance Measures ◽  
Cultural Change ◽  
Manufacturing Process ◽  
Lean Manufacturing ◽  
Manufacturing Cost ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Industrial Companies ◽  
Important Barrier ◽  
Tools And Techniques

Lean Manufacturing has been widely adopted in various business and industries worldwide. To determine the current stage of Lean implementation in Thailand and the barrier Lean implementation, the qualitative research involving interview with 10 industrial companies practicing Lean manufacturing was conducted. The result from this study shows that most Lean practitioners understand the principal of Lean manufacturing. Different organization functions adopt different types of Lean tools and techniques as well as the performance measures depending on their business characteristics. However, there are three performance measures, which are manufacturing cost per unit, total sales and part per million (PPM) in defective products shipped to customers, that were adopted by all 10 companies. The most important barrier in Lean implementation is the cultural change since it requires the entire company participation. Finally, the companies participated in this study confirmed that they are satisfy with the result of Lean manufacturing though some companies have not completely adopted the Lean approach into their manufacturing process. To excellent the Lean manufacturing, companies are required to satisfy customer needs, improve the manufacturing process, and increase their flexibility. Furthermore, it is necessary for the top management to provide a clear policies as well as plan and direction. If Lean implementation is to be successful, the communication and human resource department are also the main keys.

Performance evaluation of lean manufacturing implementation in Brazil

2014 ◽  
Vol 63 (5) ◽  
pp. 529-549 ◽  
Author(s):  
Wagner Cezar Lucato ◽  
Felipe Araujo Calarge ◽  
Mauro Loureiro Junior ◽  
Robisom Damasceno Calado
Keyword(s):  
Lean Manufacturing ◽  
Best Practice ◽  
Industrial Sector ◽  
Individual Element ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Content Type ◽  
Lean Principles ◽  
Lean Practices ◽  
Survey Results

Purpose – Manufacturing companies worldwide have been replacing traditional mass-production practices by lean initiatives. This translation process is progressive and may vary depending on several factors. Hence, it could be expected that the degree of adoption of the lean practices could vary significantly among industries, regions and even countries. The purpose of this paper is to explore the implementation performance of lean principles in Brazil, the paper developed a survey in the Sao Paulo Metropolitan Area, which considered 51 industries of different sizes, from several industrial segments, nationals and multinationals. Design/methodology/approach – The proposed survey was developed using as a normative framework the SAE J4000 standard – identification and measurement of the best practice in implementation of lean operation and the SAE J4001 – implementation of lean operation user manual. To measure the implementation degree of the lean practices in the researched industries, the paper proposed the utilization of two concepts: the degree of leanness (DOL) of an element of J4000 and DOL of a company. Also three hypotheses were tested, trying to establish the relationship among the DOL and firm ownership, their size and respective industrial sector. Findings – The results obtained in the survey demonstrated that the performance of lean initiative implementation is not uniform among the companies located in the researched area. Outcomes also showed that the degree of implementation of the lean practices by multinational companies was higher than that for the national firms. However, it was not possible to establish a relationship between the DOL and the size of the firms. Neither a clear and definite association between DOL and industrial sector was possible to be identified. Practical implications – For the practitioners and managers dealing with the lean implementation, this paper gives a relevant contribution because it shows how they can effectively use an existing tool to measure the implementation of the lean practices in their respective firms. Furthermore, the DOL calculation for each individual element of the J4000 standard could also be used by practitioners and managers to identify specific problems and opportunity areas where practical actions could be identified to improve the lean implementation. Originality/value – This paper contributes to the lean manufacturing theory because it proposes a theoretical way to measure the degree of implementation of the lean initiatives in the manufacturing companies. Also the survey results generate additional research material that could be used by other researchers to further explore the subject in the area.

scholarly journals Competing Through Lean – Towards Sustainable Resource-Oriented Implementation Framework

2014 ◽  
Vol 2 (1) ◽  
pp. 24-30
Author(s):  
Anna Rymaszewska
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Lean Manufacturing ◽  
Closed Loop ◽  
Limited Resources ◽  
Potential Contribution ◽  
Manufacturing Companies ◽  
Implementation Framework ◽  
Lean Implementation ◽  
Ultimate Result

Abstract This paper addresses the needs of SMEs manufacturing companies which due to their limited resources are often unable to introduce radical changes in their strategies. The main focus is on analyzing the principles of lean manufacturing and management regarding their potential contribution to building a company's competitive advantage. The paper analyses lean from a strategic management viewpoint while combining its implementation with achieving a competitive advantage. The ultimate result is a framework for lean implementation aimed at building a competitive advantage for companies. The proposed framework focuses on the idea of a closed loop with embedded sustainability.

scholarly journals Work Safety Improvement Within Autonomous Maintenance

2020 ◽  
Vol 3 (1) ◽  
pp. 161-171
Author(s):  
Joanna Furman
Keyword(s):  
Lean Manufacturing ◽  
Essential Elements ◽  
Significant Feature ◽  
Legal Obligation ◽  
Manufacturing Companies ◽  
Work Safety ◽  
Potential Source ◽  
Safety Improvement ◽  
Tools And Techniques ◽  
Conditions Of Work

AbstractEmployers are under a legal obligation to provide employees with safe and hygienic conditions of work. These conditions are created by environmental factors that depend on the specifics of the enterprise, production technology and used machinery and equipment. A large number of the risks to which employees are exposed is associated with the use of machinery, equipment and working tools (as confirmed by Statistics Poland). Numerous manufacturing companies increasingly use the practice of involving operators, independently from the maintenance department, in the upkeep and maintenance of machinery and equipment in order to increase efficiency. These activities are undertaken within the scope of Autonomous Maintenance (AM), which is one of the essential elements underpinning the TPM system. The activities performed by operators within AM, such as daily inspections, lubrication or simple repairs, reduce the number of machinery breakdowns. Nonetheless, they could be a potential source of risk for employees. Companies applying the traditional division of tasks entrust the performance of such activities to qualified maintenance staff, so the proper identification of risks that takes into account the specificity of the activities performed by operators and the provision of training in the safe organization of work represent a significant feature of safety improvement. Enterprises may adopt multiple solutions in this regard, including the tools and techniques of the concept of Lean Manufacturing.

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.

Lean manufacturing implementation in regions with scarce resources

2019 ◽  
Vol 58 (2) ◽  
pp. 313-343 ◽  
Author(s):  
Léony Luis Lopes Negrão ◽  
Moacir Godinho Filho ◽  
Gilberto Miller Devós Ganga ◽  
Sunil Chopra ◽  
Matthias Thürer ◽  
...  
Keyword(s):  
Lean Manufacturing ◽  
Technological Development ◽  
Manufacturing Companies ◽  
Statistical Process ◽  
Lean Implementation ◽  
Content Type ◽  
Scarce Resources ◽  
Lean Practices ◽  
Cultural Research ◽  
Strategic Context

Purpose The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices. Design/methodology/approach A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil. Findings The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture. Originality/value There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

Evaluating lean manufacturing barriers: an interpretive process

2017 ◽  
Vol 28 (8) ◽  
pp. 1086-1114 ◽  
Author(s):  
Linda Zhang ◽  
Balkrishna Eknath Narkhede ◽  
Anup P. Chaple
Keyword(s):  
Literature Review ◽  
Performance Measures ◽  
Lean Manufacturing ◽  
Low Cost ◽  
Evaluation Model ◽  
Extensive Literature ◽  
Lean Implementation ◽  
Content Type ◽  
Evaluation Approach ◽  
And Performance

Purpose Firms have been implementing lean manufacturing to improve their business performances. However, they have difficulties in the implementation due to the many barriers. In view of the lack of research and the importance in understanding them, the purpose of this paper is identify and evaluate the lean barriers with respect to their levels of importance in implementation. Design/methodology/approach As lean barriers are scattered in the literature and a variety of performance measures are used in practice, an extensive literature review is first carried out to identify the lean barriers and performance measures. A novel ranking technique – interpretive ranking process (IRP) – is adopted in the evaluation. In the IRP-based evaluation approach, a group discussion technique, where five Indian lean experts are involved, is applied to determine the most important lean barriers and performance measures. Several matrices are developed step by step for calculating the ranks of the selected lean barriers. Upon validating the ranks, an IRP-based lean barrier evaluation model is developed. Findings The IRP-based lean barrier evaluation model can help firms better understand lean barriers and their levels of importance in lean implementation. In the light of this model, to successfully implement lean, firms should provide sufficient management time and training to employees, develop a right culture, develop effective communication, carry out low-cost production, and obtain external funding. Practical implications The evaluation results provide the practitioners with a realistic framework to deal with many problems, especially those related to resource allocation, in lean implementation. Based on the framework, practitioners can prioritize lean barriers during implementation in accordance with performances targeted. Originality/value This is the first study that provides a comprehensive review of lean barriers available in the literature and evaluates them in accordance with performance measures. The combined use of literature review and experts in the evaluation approach justifies the value of the study.

Exploring barriers in lean implementation

2014 ◽  
Vol 5 (2) ◽  
pp. 122-148 ◽  
Author(s):  
Jagdish R. Jadhav ◽  
Shankar S. Mantha ◽  
Santosh B. Rane
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Sector ◽  
Research Work ◽  
Professional Associations ◽  
Literature Survey ◽  
Journal Articles ◽  
Lean Implementation ◽  
Content Type ◽  
Tools And Techniques ◽  
Practical Implications

Purpose – The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey. Design/methodology/approach – A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology. Findings – The findings derived from the evaluation of the publications analyzed have led to the identification of 24 lean barriers. The success of lean implementation will not be entirely based on application of appropriate tools and techniques alone but also on the top managements' involvement and leadership, workers' attitude, resources and the organizational culture. Research limitations/implications – This literature survey is primarily focused on lean implementation in the manufacturing sector. Practical implications – This paper explores barriers for successful lean implementation and provides a concise description of the barriers that will be helpful for further studies in the domain of lean manufacturing. Social implications – Government of many countries around the world is encouraging and helping small- and medium-scale industries to understand and implement lean systems by preparing accessible database of lean consultants, providing financial assistance for training by professionals and establishing professional associations. However, many industries experienced failure in lean implementation. This research work provides a launching pad to develop a strategy to tackle barriers for successful lean implementation. Originality/value – This paper puts forward the key barriers that should be tackled for successful lean implementation. It might represent new opportunities for rigorous and relevant research that would contribute to more translucent knowledge of lean being gained.

Interpretive framework for analyzing lean implementation using ISM and IRP modeling

2018 ◽  
Vol 25 (9) ◽  
pp. 3406-3442 ◽  
Author(s):  
Anup Prabhakarrao Chaple ◽  
Balkrishna Eknath Narkhede ◽  
Milind M. Akarte ◽  
Rakesh Raut
Keyword(s):  
Performance Measures ◽  
Lean Manufacturing ◽  
Three Dimensional ◽  
Extensive Literature ◽  
Interpretive Structural Modeling ◽  
Lean Implementation ◽  
Content Type ◽  
Road Map ◽  
Interpretive Ranking Process ◽  
And Performance

Purpose Firms have been adopting lean manufacturing to improve their business performances. However, they are facing failures or less success in implementation, mainly due to lack of understanding in relating the lean practices (LPs) from the required performance measures perspective. In view of the lack of research and the importance of understanding them, the purpose of this paper is to prioritize LPs. Design/methodology/approach As LPs are scattered in the literature and a variety of performance measures are used, an extensive literature review is first carried out to identify the LPs and performance measures. The blend of interpretive structural modeling and interpretive ranking process interpretive tools is adopted in establishing the contextual relationship among LPs and then ranking them based on the performance measures. A three-dimensional priority matrix is proposed for better explanation of the results. Findings The proposed framework can help firms better understand LPs and their levels of importance in lean implementation. Research limitations/implications The involvement of lean experts may produce some bias in evaluating the LPs. Practical implications The proposed framework can help practitioners to develop an industry-specific road-map for the result-oriented LP implementation. Based on the area of performance to be improved, practitioners can prioritize LPs for implementation. Originality/value This is the first study that provides a comprehensive review of LPs available in the literature and prioritizes them in accordance with performance with interpretive tools.

scholarly journals RESEARCH OF ERP SYSTEM INTEGRATION INTO LEAN MANUFACTURING

2021 ◽  
Vol 13 (0) ◽  
pp. 1-8
Author(s):  
Elvinas Marcinauskas
Keyword(s):  
System Integration ◽  
Lean Manufacturing ◽  
Online Survey ◽  
Production Systems ◽  
Competitive Advantages ◽  
Manufacturing Companies ◽  
Integration Process ◽  
Erp System ◽  
Industrial Companies ◽  
Main Indicator

Nowadays, the highly competitive market makes industrial companies search for new decisions to improve their competitive advantages. It can be lowering product cost, manufacturing and delivering faster than competitors or being flexible when producing different quantities of different products for different customers. Most popular instruments that help companies to reach previously mentioned competitive advantages are implementing Lean Manufacturing strategies or ERP systems into their production systems. The way of using these systems might become the main indicator of companies’ success in the future. This research aims to create a guideline for integrating ERP system into Lean Manufacturing system. It focuses on the manufacturing companies that are already using such a system and can share their good and bad experiences. To reach this aim, the scientific literature is being analyzed by retrieving the CSFs for such an integration process. Using these CSFs, the relation between them and the positive outcomes of the integration process is established and tested using an online survey. The results of the survey are processed using empirical methods. Moreover, the research methodology for evaluating the ERP system integration into Lean Manufacturing level is established and tested in three case analyses.

scholarly journals JANGKA MASA PELAKSANAAN PEMBUATAN LEAN MEMPENGARUHI PRESTASI ORGANISASI: ANALISIS SYARIKAT PEMBUATAN DI MALAYSIA MENGGUNAKAN MODEL RASCH (TIME FRAME OF LEAN MANUFACTURING IMPLEMENTATION AFFECTS ORGANISATIONAL PERFORMANCE: AN ANALYSIS ON MANUFACTURING COM

2020 ◽  
Author(s):  
Mohd Norhasni Mohd Asaad ◽  
Rosman Iteng ◽  
Rohaizah Saad
Keyword(s):  
Rasch Model ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Development Program ◽  
Time Frame ◽  
Global Market ◽  
Manufacturing Companies ◽  
Organisational Performance ◽  
Lean Implementation ◽  
Enhance Efficiency

Pasaran global hari ini memerlukan strategi pembuatan baru untuk meningkatkan kecekapan dan pembuatan. Matlamat utama industri perkilangan hari ini ialah untuk meningkatkan produktiviti melalui pemudahan sistem, potensi organisasi dan penambahbaikan berterusan dengan menggunakan teknik canggih seperti sistem pembuatan lean. Tujuan kajian ini adalah untuk melihat secara khusus sama ada jangka masa pelaksanaan lean mempengaruhi prestasi organisasi dengan  menggunakan penganalisisan Model Rasch. Kajian ini menggunakan dua ratus lima syarikat pembuatan, yang dipilih secara rawak dari direktori Pengilang Persekutuan Malaysia. Kajian ini mengukur persepsi eksekutif kanan atau para pengurus mengenai tahap pelaksanaan pembuatan lean di syarikat mereka. Hasil kajian mendapati jangka masa tahun pelaksanaan lean tidak mempengaruhi secara terus terhadap pencapaian prestasi organisasi. Selain itu, cabaran yang paling sukar dihadapi syarikat dalam melaksanakan pembuatan lean ialah berkaitan membina program pembangunan pembekal yang sistematik. Dapatan kajian ini akan memberi panduan yang bermanfaat bagi para pengurus untuk merancang dan mengekalkan pembuatan lean dalam organisasi mereka serta menjana langkah-langkah baru untuk meningkatkan prestasi organisasi supaya dapat berdaya saing.     Kata kunci:  Pembuatan lean, prestasi organisasi, Model Rasch.      Abstract   Today’s global market requires new manufacturing strategies to enhance efficiency and manufacturing. The main aim of today’s manufacturing industry is to increase productivity through systems facilitation, organisational potential and continuous improvement using state-of-the art techniques such as lean manufacturing system. The aim of this study is to specifically examine whether the time frame of lean implementation affects organisational performance using the Rasch Model analysis. This study employed 205 manufacturing companies, which were randomly selected from the directory of the Federation of Malaysian Manufacturers. This study measured the perception of senior executives or managers concerning the implementation level of lean manufacturing in their companies. Results of the study showed that the year period of lean implementation did not directly affect achievement in organisational performance. Besides, the most difficult challenge faced by companies which implemented lean manufacturing was related to building a systematic supplier development program. Findings of this study will serve as a beneficial guide for managers in planning and sustaining lean manufacturing in their organisation including generating new measures to improve organisational performance in order to be competitive.     Keywords: Lean manufacturing, organisational performance, Rasch Model.

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