Search

Help Chain (HC) is a problem-solving practice underpinned by lean manufacturing principles and also adopted for health services, which have different complexity characteristics in relation to manufacturing. This study is based on the premise that Social Network Analysis (SNA) might be an effective analytical approach to account for the complexity of HCs in healthcare. Hence, two research questions are addressed: how to model and interpret HCs in health services as a social network and how SNA can either challenge or add to the lean assumptions of HC design. The use of SNA to model HCs was tested in a maternity hospital, where HCs related to five problems were analyzed, concerning the supply of instruments from the centre of sterilised materials to the surgical and obstetrics units. We analyzed the HCs of single problems and then combined the five problem-solving networks to produce a multilayered network that accounted for their interactions. The patterns of social interactions varied according to the problem and three dimensions of actors' performance (i.e. availability, reliability, and agility). SNA unveiled the complexity of HCs and provided guidance for revising the lean assumptions in their design, matching the realities of health services. [ABSTRACT FROM AUTHOR]

Lean Production Systems are enterprise-specific, methodical frameworks for the continuous orientation of all enterprise processes to the customer in order to achieve overall objectives. Due to an increasing complexity of the digital transformation, the design of Lean Production Systems 4.0 is a challenging task for industrial engineering practice. For this, academia and industrial practice were analysed in a combined approach of a systematic literature review and a field study. The systematic literature review of 62 out of 1600 scientific papers shows that especially the tools, processes, and methods in Lean Production Systems are subject to digital transformation. By involving industrial practice in a field study, quantitative and qualitative insights were used to check scientific hypotheses and identify practical requirements by industrial engineers. As a result, 10 guidelines for the design of future Lean Production Systems 4.0 are derived. The practical implications of this paper enhance the evolution of enterprise-specific Lean Production System 4.0 frameworks. [ABSTRACT FROM AUTHOR]

Complex product and production systems often result in high variability in the production flow, prohibiting the sustainable implementation of lean practices. In this paper the authors introduce a PDCA cycle to analyse and reduce variability in value streams. The value stream is divided into zones, which are then qualified as stable or unstable. Lean practices can be applied in stable zones, unstable zones remain expert-driven. Measures are introduced to reduce variability in unstable zones with the ultimate target, to turn them into stable zones, extending sustainable lean activities in the value stream, step by step. An IT system is developed to acquire, process and visualise the vast amount of data to provide structured information for experts and management for the reduction of variability in production. [ABSTRACT FROM AUTHOR]

In a machining line with a Lean manufacturing environment, such as one used for mass production of automotive components, tool life is determined by a tool counter that is set on the safe side to avoid producing a failed product, so the cutting tools are typically underutilised. On the other hand, cutting parameters optimisation, which has a significant impact on tool life, is not feasible due to the rule that prohibits changing the cutting parameters during mass production to maintain the quality standard. To address both issues, this paper proposes a hybrid monitoring and optimisation process that can be carried out concurrently without interfering with production activities. The monitoring process involves two methods, namely threshold limit-based monitoring and machine learning-based monitoring, for ensuring product quality during the optimisation process. Meanwhile, Bayesian optimisation (BO) is used for the optimisation process due to its capability for autonomous search for the optimum condition of an unknown and expensive objective function. The case study demonstrated BO's ability to find the optimal condition with a small number of samples, while the machine learning method used can monitor tool wear and surface roughness with average errors of 5.5% and 7.7%, respectively. [ABSTRACT FROM AUTHOR]

The literature discusses data science (DS) as a very promising set of techniques and tools to support lean production (LP) practices. DS could aid manufacturing companies in transforming massive real-time data into meaningful knowledge, increasing process transparency and product quality information and supporting improvement activities through data-driven decision-making. However, no attempt has been made in the literature to formalise the links between DS and LP practices. Thus, this study aims to overcome this gap by clarifying the DS techniques and tools that can support LP practices and how to apply them. This study employs a quantitative bibliometric method – specifically, a keyword co-occurrence network analysis – on a set of papers extracted from Scopus. The results obtained allowed the researchers to identify a set of DS techniques and tools that can support LP practices and to develop a model to guide their implementation based on the typical improvement implementation stages of the plan-do-check-act cycle. The model shows how to use DS techniques and tools in LP for: identifying areas for improvement and subsequent implementation (plan); enabling a better knowledge and process management (do); identifying/predicting potential problems and employing statistical process control (check); providing remedial actions and effectively applying process improvement (act). [ABSTRACT FROM AUTHOR]

Despite its potentialities, Lean Automation (LA) has not attracted attention for over two decades. However, due to the new opportunities offered by Industry 4.0 technologies, LA revives expectations and enthusiasm. This paper aims to test empirically the association of LA, in the form of integration of Lean practices and Industry 4.0 technologies, and operational performance. The paper used a rigorous, multi-stage empirical method and data from a set of more than 200 manufacturing firms; one representative from each of the studied companies filled in a survey on Lean practices and Industry 4.0 technology bundles, with productivity, delivery, inventory, quality as performance indicators. The extensive survey results helped in identifying underlying components of LA: one focuses on operational stability and includes practices and technologies supporting efficiency along the supply chain; the other focuses on streamlining the flow, on fastening the process to reach the customer. Moreover, it demonstrates the positive correlation between LA and operational performance. Besides its contribution to the body of knowledge on LA, this research paves the base of improving academics and practitioners understanding of the integration of new technologies with Lean Production systems. [ABSTRACT FROM AUTHOR]

Manufacturing companies become more and more dependent on reliable information from the shop floor. This information represents the current state of the shop floor and is often the basis for control decisions. By relying on this information, the quality of the information becomes a crucial factor, as it may decisively influence the result of the control decision. To ensure sufficient information quality, a six-staged method, called 'Information Quality focused Value Stream Mapping for the Control of Production Processes', is introduced in this paper. It is based on the value stream mapping (VSM) and extends parts of the value stream analysis (VSA) to capture relevant information needed within the value stream design (VSD). Furthermore, the method extends the VSD to select and develop methods for the coordination and control of the production processes and to harmonise the necessary information flows for coordination and control. The application of the method and the relevance of harmonising information quality is illustrated by an industrial application at an automotive supplier. [ABSTRACT FROM AUTHOR]

Lean Thinking has successfully challenged mass production practices, by providing 'leaner' processes and supply chains, i.e. with less waste. Industry 4.0 has become an important strategic approach in the technological change of manufacturing and others. It aims to connect the physical and virtual worlds in industrial production. With such automation associated with Industry 4.0, questions arise about the synergy between this approach and the role of Lean in this ongoing industrial revolution. Therefore, a systematic literature review was carried out in order to identify the role of Lean in this scenario. The review was conducted from 2011 to 2019 timeframe and resulted in a total of 33 papers. This review demonstrated this as an emerging research area with most of the studies published in recent years (2017–2019). A deep analysis was undertaken to understand the Lean effect as a trigger for Industry 4.0. Main findings from a 15 out of the 33 papers revealed elements and facts found in sentences of such papers that act as this trigger. Additionally, a words count indicated that management, processes and people were the most cited words by the 15 papers, reinforcing the role of these key players in the companies' transformation. [ABSTRACT FROM AUTHOR]

Despite the envisioned interrelations, the way Industry 4.0 (I4.0) technologies can influence the design and implementation of lean value streams is still unknown and little empirical evidence is found in the literature. This article aims at proposing guidelines integrated with I4.0 technologies for designing lean value streams. We gathered experts' opinions regarding the relationship between guidelines for designing a lean value stream and I4.0 technologies. The identification of the most important relationships provided arguments for the proposition of enhanced guidelines for designing lean value streams within the Fourth Industrial Revolution context. The integration of I4.0 technologies into the guidelines for designing a lean value stream raises a distinct approach that benefits from the simplicity and efficiency of Lean Production with ease and agility of the technologies typical of the Fourth Industrial Revolution. Such technology-integrated guidelines may allow overcoming existing barriers while lead companies to superior performance results. [ABSTRACT FROM AUTHOR]

This study aims at identifying the pairwise relationship between specific sets of Lean Production (LP) practices and Learning Organisation (LO) dimensions. More specifically, the association between 10 LP operational constructs and seven LO dimensions, based upon previous literature, is empirically examined. A survey-based study was carried out with 135 companies undergoing a LP implementation. The study sample was categorised according to two control variables: type of organisation and company's LP implementation experience. Collected data was analysed through multivariate techniques. Results indicate that LP implementation and LO development are highly correlated. Additionally, findings also show that the extent of relationships varies according to the context, allowing the identification of synergistic associations and conflicting ones. The identification of these relationships provides means to better comprehend how the implementation of specific LP practices corroborates to enhancing LO capabilities within the organisation and vice-versa. [ABSTRACT FROM AUTHOR]

The interest of lean companies in tools to monitor and control their lean implementation process, i.e. their leanness level, is continuously increasing. A multitude of diverse approaches have been proposed in the literature for that purpose. In order to provide some guidance both to practitioners interested in selecting a tool and academics aiming at developing a new approach, a systematic review of the methods to measure leanness in manufacturing organisations is carried out. Thirty-one methods are identified and critically analysed based on a set of comparative dimensions. The main strengths and weaknesses of each approach are highlighted. In particular, this paper's results show that only less than a third of the methods are able to assess leanness in a complete way, taking into consideration both the degree of lean practices adoption and the performance outcomes resulting from implementation. In order to contribute to the reinforcement of a unifying view of the leanness concept, a new leanness definition is developed. Some further gaps in the literature are pointed out, providing directions for future research. [ABSTRACT FROM AUTHOR]

The purpose of this research is to understand the impact of implementing continuous improvement upon the occupational stress of employees within the framework of Lean management. The outcomes of empirical research mobilising a mixed methodology prove that continuous improvement can help attenuate stress levels, whilst achieving or surpassing economic performance objectives, if its implementation means an effective and satisfactory participation by both employees as well as by management. Conversely, when there is no continuous improvement or it is ill-suited, Lean results in greater stress. These findings confirm the interest in furthering insight into Lean management by moving from a global approach to an approach integrating the effects of its various pillars, especially continuous improvement. [ABSTRACT FROM AUTHOR]

The adoption of Industry 4.0 technologies has been deemed as a strategy to increase product quality and make manufacturing processes more efficient. However, the way that these technologies are integrated into existing production systems and which processes they can support is still under investigation. Thus, this paper aims to examine the relationship between lean production (LP) practices and the implementation of Industry 4.0 in Brazilian manufacturing companies. To achieve that we use data from a survey carried out with 110 companies of different sizes and sectors, at different stages of LP implementation. Data collected were analysed by means of multivariate analysis. Our findings indicate that LP practices are positively associated with Industry 4.0 technologies and their concurrent implementation leads to larger performance improvements. Further, the contextual variables investigated do matter to this association, although not all aspects matter to the same extent and effect. [ABSTRACT FROM AUTHOR]

Methods and principles of Lean Production have become the major concepts to create highly efficient processes since the early 1990s. Due to its high effectiveness by reducing complexity and focusing on value-adding tasks, the Lean concept is still successful. Nevertheless, its changeability to produce highly customised products is limited. Industry 4.0 describes the vision of a smart production which can meet these future market requirements. Enablers are innovative information and communication technologies and the integration of all production entities into a common digital network. Lean Automation is the application of Industry 4.0 technologies to Lean Production methods in order to combine benefits from both domains. First proprietary Lean Automation solutions exist, but to enhance changeability in production, a common, unified communication interface is required. This paper presents the ongoing work towards an interface for digitising Lean Production methods using Cyber Physical Systems. [ABSTRACT FROM AUTHOR]

To facilitate the implementation of lean production, practitioners and researchers have suggested an array of critical success factors (CSFs). However, despite a broad consensus about what needs to be done, companies still struggle to implement lean. Contingency theory posits the explanation that the common advice is not universal but is instead contingent on the situation. This paper investigates how contingency variables influence what practitioners see as success factors for implementing lean. A survey asked 432 practitioners from 83 factories belonging to two multinational companies for their opinions about what managers should do to ensure the success of the factory-level implementation of lean production. The survey responses were grouped into general success factors, which were then tested for differences across four contingency variables: corporation, factory size, stage of lean implementation and national culture. In general, the analysis supports a generic list of CSFs, but with some minor exceptions. For example, the stage of lean implementation in a factory influences to a slight extent which factors are perceived as more effectual than others. The paper contributes to the literature on lean production and offers several recommendations for managers striving to implement lean in their firms. [ABSTRACT FROM PUBLISHER]

Firms that adopt cellular manufacturing (CM) often need to restructure their products, personnel, equipment, factory management and organisation culture. Despite voluminous literature on CM, only a few case studies related to cellularisation exist. Therefore, to enhance understanding in this area, this paper presents a longitudinal case study on cellularisation in an electronic assembly plant. Six years of data were collected from the observations and discussions of an industrialist and an academician. Events instrumental to the persistence of CM were highlighted, with reference to path dependence analysis. Cellularisation is not entirely evolutionary or teleological but is an interplay of the two; it is significantly influenced by the positive feedback of self-reinforcing mechanisms after departing from critical junctures. The observed self-reinforcing mechanisms were expounded and divided into six categories. [ABSTRACT FROM AUTHOR]

While rapid improvement efforts, e.g. Kaizen events, and continuous improvement efforts, i.e. kaizen, remain popular approaches to operational excellence, it is rare that organisations fully sustain change from these initiatives. The impact of both Kaizen events and kaizen may be substantially lower, if not entirely eliminated, after significant time has elapsed from initial implementation of changes. In this paper, we examine how having a continuous improvement culture can support rapid improvement sustainability via an examination of the impact of Kaizen events several months after implementation. Employing a dynamic capabilities perspective and using the institutionalisation of planned change framework, we empirically examine this relationship via a field study of 65 Kaizen events in eight manufacturing organisations. In short, we find that the extent to which work area employees exhibit peer learning, as well as awareness and responsibility both inside and outside of their work area, and the extent to which changes are accepted are significantly related to the perceived impact of Kaizen events several months after implementation. This research adds to current understanding of Kaizen events and kaizen, providing evidence to guide the use of Kaizen events and to inform areas for future research. [ABSTRACT FROM PUBLISHER]

As the barriers to lean production implementation (LPI) are influenced by the context, the search for generalisable barriers, relationships, priorities and control measures is to some extent elusive. This study introduces a framework for managing barriers to LPI in specific companies, which is comprised of five stages: (i) description of the context; (ii) identification of the barriers; (iii) analysis of the influence of the context on the barriers; (iv) analysis of the relationships among the barriers using interpretive structural modelling – this sets a basis for prioritising the barriers; and (v) a feedback meeting to discuss the results of data collection, which also informs on the development of an action plan to control the barriers. The use of the framework is illustrated by a case study of a manufacturing plant. Data collection involved interviews, observations and document analysis. A follow-up visit to the company was conducted 18 months after the initial data collection, in order to identify changes in the context. The framework is a contribution in terms of prescriptive theory related to LPI, and is also a means for the generation of data for developing descriptive theory related to the barriers to LPI. [ABSTRACT FROM PUBLISHER]

This research aims to empirically test the effect of employee involvement on lean manufacturing (LM), and the effect of LM on production outcomes. Employee involvement is operationalised through four related variables: empowerment, training, contingent remuneration and communication. The effects are tested by recording management perceptions in a different industrial sector from those usually studied in previous research – ceramic manufacturers, a highly competitive and internationally successful sector. We obtained data from 101 ceramic tile plants (64% of response rate) in the Valencia region of Spain. This approach is developed using a statistical method called partial least squares. All paths are significant except for contingent remuneration; specifically, relationships were found between empowerment, training, communication and LM, and between LM and performance. [ABSTRACT FROM AUTHOR]

Over the past few decades, a considerable number of studies have been reported on assembly lines or less automated factories. Little attention has been given to implementing lean tools to a highly automated manufacturing environment. It is, therefore, necessary to make a more highly automated factory lean by considering both the manufacturing system variability and demand uncertainty. The purpose of this paper is to propose an effective lean tool to help practical lean participants successfully implement lean practices in a highly automated manufacturing environment. This study presents an example of how lean standard work is implemented and the throughput of a pacemaker workstation is improved by solving the low work-in-process buffer problem. A practical case from a photovoltaic module process with a semi-automated production line is used to illustrate the proposed method. The implementation results are promising. They showed a 37.5% labour reduction prior to the pacemaker workstation and a 304.7% increase in the daily throughput at the bottleneck workstation. [ABSTRACT FROM AUTHOR]

Toyota Production System (TPS) and the derived lean production have cast a shadow over the models of world-class manufacturing (WCM). Yet, some groups such as Fiat have reinvented WCM. Fiat’s WCM is quickly becoming a sort of alternative to TPS-lean production. By means of semi-structured interviews and a direct observation of the documentation of Fiat’s model, this research wants to find the theoretical elements that underpin the model. The methodology is mainly based on grounded theory. The theoretical elements were coded and classified within four dimensions: strategic management, management accounting, operations management and performance measurement system. The four dimensions and their elements were compared for the first time with the same dimensions of TPS-lean production. Fiat’s WCM seems to have a ‘grand strategy’ focused on quality and cost savings where quality must be reached with no trade-off with other strategies. Safety is pursued above all else and Fiat’s WCM cannot be implemented without this first achievement. A particular system called ‘cost deployment’ measures wastes and losses on processes. The performance measurement system is structured and fosters day-by-day management as well as computer-based management. Furthermore, the performance measurement system is based on a complex and formal auditing and benchmarking process. [ABSTRACT FROM PUBLISHER]

Value stream mapping (VSM) is a widely adopted method for transformation of production environments into a lean operational state. The straightforwardness as well as the completeness, with which processes are analysed and optimised, are key to the success of the method originating from the automotive industry. However, these attributes of the ‘paper and pencil’ approach result in limitations when applying VSM in complex production environments. This research paper targets to overcome these limitations, specifically in production environments involving significant demand variability, complex routing and cost factors which potentially increase with lean implementation. For this purpose, an enhanced VSM method is developed, which utilises discrete event simulation (DES). The method features a feasibility and trade-off analysis which is incorporated into the VSM procedure. A case study covering a process of exhaust gas purification catalyst production is then conducted to test the newly developed method. The VSM project yields a shop floor lead time reduction from 11.4 to 1.4?d. The additional DES feasibility and trade-off analysis determines customer demand fulfilment and quantifies the monetary benefit of the future state. In that way, potential iterative implementation which is inherently oppositional to the lean philosophy is avoided. [ABSTRACT FROM PUBLISHER]

The main purpose of this study is to examine whether the application of current information technology (IT) and different principles of lean manufacturing (LM) are interdependent and complimentary or they are mutually exclusive. This study draws on the so-called IT-enabled organisational capabilities perspective to study the relationships between IT, LM and business performance improvement. Using a questionnaire-based survey, the data come from 231 leading Iranian and Malaysian auto-part manufacturers. The findings suggest that LM and IT are mutually interdependent and value of IT investments can be effectively transformed into business performance improvement for auto-part manufacturers through the higher levels of lean manufacturing system (LMS) implementation. Advanced manufacturing technology (AMT) competency is a valuable intermediate capability which links IT investments into LMS implementation. It was found that IT investment is one of the minimum requirements of LMS implementation for surveyed business, and the value of IT investment is truly transformed to LMS implementation when IT investments offer competent administrative AMTs to effectively manage all production processes. Findings also recommend that managers should avoid isolating the performance metrics only on areas such as net financial measures, while assessing the business value of IT and LM. [ABSTRACT FROM PUBLISHER]

The increasing use of lean production (LP) by companies from several sectors has substantially increased the amount of publications and different emphases on the subject, which amplifies the need for organisation of that knowledge. This article aims to identify the research areas on LP implementation and to propose research opportunities. The literature review was based on 102 studies published in the years between 1996 and 2012. The studies were divided into six research areas, named: (a) structure and scope of LP systems; (b) factors that influence in the LP implementation; (c) methods for implementing LP systems; (d) LP assessment methods; (e) results of implementing LP systems; and (f) adaptation of LP to particular sectors. The findings suggested that the substantial increase on the amount of publications on LP implementation has created fragmented and dissociated areas that would benefit from integration. [ABSTRACT FROM PUBLISHER]

Lean production (LP) has been increasingly adopted in complex systems, such as healthcare and construction sites. However, little is known of the extent to which the lean philosophy matches the nature of those systems, which have different characteristics of complexity in comparison with manufacturing plants, in which LP was originated. This article analyses the extent to which LP is compatible with the nature of complex systems, as a basis for the identification of learning opportunities for LP from complex systems theory (CST). As a framework for this analysis, both the prescriptions from LP and CST for designing systems are compared in terms of their potential impact on a set of characteristics of complex systems. Examples of how LP may learn from CST are identified as well as examples of how CST may help to tackle common difficulties in LP implementation. [ABSTRACT FROM PUBLISHER]

Academia has produced theoretical and practical knowledge about lean for over 30 years, and for that reason, research is in a mature phase. To organise this knowledge, we propose a typology of lean schools of thought. Schools were categorised into two paradigms of organisational analysis – interpretivist and functionalist – to clarify theoretical assumptions about how each conducts scientific investigations and what contributions they generate. Seven schools were identified: systems engineering, systems architecture, operations research, organisational development, contingency systems, socio-technical systems and evolutionary. Persistent practical problems should guide production and operations management research such as the difficulties companies face with adoption and sustainability of lean practices. The typology proposed in this study provides a theoretical framework and a respective school for these problematical situations. The evolutionary school in the interpretivist paradigm seems to be more appropriate; action research as a methodology should be used since it is consistent with interpretivism assumptions. The originality of this paper lies within a proposal of lean schools of thought not found in the literature. Directions for research that have more meaning for companies seeking lean transformation are proposed. [ABSTRACT FROM PUBLISHER]

It is generally accepted that lean production improves manufacturing processes through the systematic application of lean practices, and equally assumed that present day IT systems, particularly ERP systems, are essential for companies seeking efficiency through organisational integration. Though lean production and ERP co-exist in many companies today, there is an ongoing argument in the scientific literature as to whether or not ERP systems can be used to support lean production principles, particularly pull production. By applying a multiple-case-study approach, we assess the functionality offered by ERP systems to support pull production. We develop and apply a capability maturity model that can be used to assess the extent to which the usage of a company's current ERP system supports pull production practices and to suggest modifications to the ERP system in order to better serve the company's pull system. We focus on the application of lean production and ERP within small- and medium-sized enterprises, as in these companies decisions on lean and ERP are generally made by the same decision maker, which improves construct validity. [ABSTRACT FROM AUTHOR]

The implementation of lean production remains popular among industrial companies, and the requirement for individualised steps in its implementation is widely accepted; however, research has not yet considered the different process choices available to the companies. The conclusions drawn from the automotive industry's mass production environment may be misleading, given the different conditions of many other industries. We therefore compare case data from a craft producer with the rich, case-study based literature of mass producer companies that highlight the transformation from mass to lean production. We derive a list of specific challenges a craft producer must approach using a different strategy than a mass producer. This study adds to the lean production theory by demonstrating how different manufacturing process choices influence the lean transformation process and its successful implementation. It provides specific propositions concerning the transformation to lean by considering the different processes of craft and mass production companies. Furthermore, the case study gives an in-depth understanding of the challenges a craft-oriented company faces when becoming lean. [ABSTRACT FROM AUTHOR]

This paper examines how the choice of materials exposure impacts workstation performance, in terms of non-value-adding work, space requirements and ergonomics. In a typical Swedish automotive setting, components are exposed in wooden pallets with frames beside the assembly line and supplied by forklift truck. In a case study, three workstations on an assembly line were studied and redesigned following the principles of lean production, using smaller plastic containers for the materials exposure. After the redesign, the space required for materials was reduced by 67%, non-value-adding work decreased by 20%, and walking distance was reduced by 52%. Furthermore, the ergonomics for the assembly operator improved greatly, with a 92% reduction of potentially harmful picking activities, thereby almost eliminating potentially harmful body movements. The theoretical contribution of this paper is firstly the development of an analysis model describing the impact of material exposure on workstation performance and secondly development of the existing categorisation of work operations to include different materials handling activities. The most important managerial implication is an increased understanding of the relationship between space, ergonomics, non-value-adding work and materials exposure. These findings have direct implications on workstation design in industry. [ABSTRACT FROM AUTHOR]

This study introduces a framework for assessing the use of lean production (LP) practices in manufacturing cells (MCs). The development of the framework included four stages: (a) defining LP practices applicable to MC, based on criteria such as the inclusion of practices that workers could observe, interact with and use on a daily basis; (b) defining attributes for each practice, emphasising the dimensions which were typical of their implementation in LP environments; (c) defining a set of evidence and sources of evidence for assessing the existence of each attribute-the sources of evidence included direct observations, analysis of documents, interviews and a feedback meeting to validate the assessment results with company representatives; (d) drawing up a model of the relationships among the LP practices, based on a survey with LP experts. This model supports the identification of improvement opportunities in MC performance based on the analysis of their interfaces. A case study of an MC from an automobile parts supplier is presented to illustrate the application of the framework. [ABSTRACT FROM AUTHOR]

Lean production is proved to be an effective tool for companies to improve continuously and is widely studied from both practical and theoretical perspectives. However, most previous studies of lean production are limited to internal operations of a company. The research in this paper aims to explain the relationship between electronic-enabled supply chain integration and the adoption of lean production. A theoretical model with six hypotheses was proposed based on the innovation diffusion theory (IDT). The model was empirically tested with data from 558 manufacturers. The results show that: (1) IDT can explain lean production adoption; and (2) electronic-enabled supply chain integration positively influences the perceived relative advantage of lean production and consequently leads to its long-term adoption. This study uses IDT to explain lean production adoption with the influence of electronic-enabled manufacturing supply chain (EMSC). The study also has a practical implication that may change the supply policy in future practices, as companies may require their suppliers to implement EMSC as part of the lean production requirements. [ABSTRACT FROM AUTHOR]

The value stream mapping (VSM) technique, developed within the lean production paradigm, was presented as an innovative graphic technique to help practitioners redesign production systems. This paper presents the results of a project whose main purpose is to evaluate the real applicability of VSM to redesign disconnected flow lines based on manufacturing environments with a diversity of logistical problems. The research was developed using multiple case study methodology in six industrial companies. The experiences have served to highlight the following results: (1) the validity of VSM as a redesign tool is confirmed; (2) resources required for the application process are established; and (3) the differences between theoretical concepts proposed by VSM and their real-world practical applications are indicated and analyzed. These results have led to conclusions relating to: (1) communication solutions for practitioners to obtain maximum efficiency when using VSM; and (2) definitions of theoretical development points for VSM to become a reference among redesign techniques. [ABSTRACT FROM AUTHOR]

U-shaped lines are widely used in lean systems. In U-shaped production lines, each worker handles one or more machines on the line: the worker allocation problem is to establish which machines are handled by which worker. This differs from the widely-investigated U-line assembly line balancing problem in that the assignment of tasks to line locations is fixed. This paper address the worker allocation problem for lean U-shaped production lines where the objectives are to minimize the quantity of workers and maximize full work: such allocations provide the opportunity to eliminate the least-utilized worker by improving processes accordingly. A mathematical model is developed: the model allows for any allocation of machines to workers so long as workers do not cross paths. Walking times are considered, where workers follow circular paths and walk around other worker(s) on the line if necessary. A heuristic algorithm for tackling the problem is developed, along with a procedure representing the 'traditional' approach of constructing standard operations routines. Computational experiments considering three line sizes (up to 20 machines) and three takt time levels are performed. The results show that the proposed algorithm both improves upon the traditional approach and is more likely to provide optimal solutions. [ABSTRACT FROM AUTHOR]

This paper examines the spread of Toyota Production System (TPS) through Korea, by focusing on the experience of Hyundai Motor Company. Drawing upon data obtained from field research, this case study interprets the adoption of TPS from an evolutionary perspective, arguing that the emulation of TPS should not entail adopting TPS as Toyota developed it originally, but to develop one's own production model. Over the past 40 years, Hyundai has developed its own production model, Hyundai Production System (HPS), initially emulating TPS, followed by re-interpreting and modifying TPS to adapt to the company's unique circumstances. HPS is a mutated form of TPS. The Hyundai case reveals that the adoption of TPS involves a complex evolutionary process of organizational learning and interpretation. This case sheds light on the possibility of various paths toward lean production, and demonstrates that both external and internal factors combine to form a complicated causal chain, influencing the 'mutated' emulation of TPS and generating a certain pattern of path-dependence in the evolutionary trajectory of a particular production model. [ABSTRACT FROM AUTHOR]

Despite the fact that the benefits of lean production have been documented across many industry settings, firms find it difficult to extend lean principles downstream into their distribution systems. In this paper we review and synthesize previous contributions on lean principles towards defining a framework of lean distribution. Furthermore, based on an in-depth case study of a vehicle manufacturer's efforts to implement a lean vehicle distribution system, some of its key benefits are discussed and quantified. We further find that the attainment of responsiveness in order to reduce waste from the distribution system requires substantial commitment across the entire organization, yet such efforts may also lead to excess flexibility and the attainment of capabilities that are misaligned with actual market requirements. We use the underlying case to explore the wider conflicts between lean distribution and lean production, and highlight strategies of how these issues can be resolved. We conclude that applying differential strategies by market segment can result in a supply chain that is both responsive and efficient, suggesting that the perceived trade-off between the needs to be lean and able to respond to changes in demand can be reconciled. [ABSTRACT FROM AUTHOR]

This introduction to the special issue celebrates the 30th anniversary of the publication of Sugimori et al. (Sugimori, Y., Kusunoki, K., Cho, F. and Uchikawa, S., Toyota production system and Kanban system: materialisation of just-in-time and respect-for-human system. Int. J. Prod. Res., 1977, 15(6), 553-564), the first extensive description of the Toyota Production System (TPS) to be published in English. After some initial discussion of the TPS, this article reviews three important issues regarding the context of the original paper: the West's growing interest in Japanese manufacturing; the preoccupation with information technology as the future of production; and, concerns with job design and motivation. The Sugimori paper is then analysed in these terms, focusing on the technical and human elements of the TPS. The article closes with an introduction to the other papers in the special issue. [ABSTRACT FROM AUTHOR]

Although conventional conveyor-based vehicle assembly systems have proved to be very efficient in terms of plant productivity, it has also been recognized as a system which puts too much pressure on people. This paper introduces an alternative to conventional conveyor-based assembly lines, one that is designed to enrich the work environment of employees without sacrificing productivity. The reforming methodology suggested here applies the idea of cell manufacturing to the conventional conveyor-based assembly line system, but it does not require making any major changes to the existing hardware configurations of the plant. Benefits of the reformed line for workers include a longer cycle time, more balanced work loads, and greater protection against developing musculoskeletal disorders. To prove the effectiveness of the suggested methodology, we built a virtual factory model and performed simulations to assess the performance of the reformed line. [ABSTRACT FROM AUTHOR]