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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]

As demonstrated by the existing literature, lean production and management can contribute to the improvement of firm performance. However, there are many companies that struggle to apply its ethos and practices. The key point is that lean production differs from traditional mass production in many ways. Other than that, numerous studies have shown that business management systems must take into account both soft power and hard power. The main purpose of this study is to use the Analytic Hierarchy Process (AHP) and Analytic Network Process (ANP) tools to find out the soft and hard power factors, rank their importance in identifying the key success factors for the introduction of a lean production system, and assist in making the company's transformation smoother and more successful. The research results verify that a lean production system needs to take into account both soft power and hard power. Lean management in this study concludes the following priorities of critical factors: In hard power (technical dimension): (1) 5S, (2) seven major wastes, (3) solutions to lean production-related issues, (4) storage location management and warehouse management, (5) single minute exchange of die, and (6) total productive maintenance; In soft power (management dimension): (1) teamwork, (2) communication, (3) leadership, (4) culture, (5) initiative, and (6) employee training. The combination of soft power and hard power can improve the success rate of lean management system introduction. [ABSTRACT FROM AUTHOR]

This article examines the impact of integration between Lean Accounting (LA) tools and Just-in-Time (JIT) techniques on Cost Reduction (CR) in a modern sustainable manufacturing environment in Saudi companies, Ethical Standards (ESs) mediate these two variables. A quantitative methodology was used for realizing the study goals and answering study questions. The main tool used for producing the primary data was a fully structured questionnaire with closed-ended questions which was designed and distributed online through a chosen sample of 109 managers and accountants in Saudi industrialization companies. Descriptive and deductive statistics were adopted to deduce the findings. The gathered responses analyzed by SPSS and AMOS and the results pointed out that there is a direct and indirect impact of LA tools and JIT techniques on CR in Saudi industrial companies especially when using ESs. Moreover, these findings could provide decision-makers in Saudi manufacturing companies with the importance of adopting both methods in an integrated way to maximize the profits of these firms. The practical implications of this study are that the implementation of these methods has a positive impact on the promotion of sustainable manufacturing and consequently the achievement of distinct sustainable performance. [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]

Purpose: Lean production has been proved to be a cost-effective and efficient means of production that reduces non-valve added activities. Industry 4.0 (I4.0) is a technology-driven platform that allows machines to interact with other systems through artificial intelligence, machine learning, industrial Internet of Things (IoT), etc. that improve the production system with flexibility, quality and customization throughout the whole value chain. New approaches to digitization of lean production have recently been emerged and they are transforming the industry and increasing productivity throughout the value chain. Through this article, an effort has been made to review the research published in this field. Design/methodology/approach: This paper reviews the literature published in various journals, the databases Web of science (WoS), ScienceDirect, Scopus, Emerald etc. were referred with a focus on lean concepts and tools and I4.0 technologies; it has been noticed that the integration of the lean tools with I4.0 technologies is a very effective tool for the industry. Findings: It has been found in the literature published earlier in various journals that lean manufacturing (LM) is commonly acknowledged and considered a best practice to improve the productivity. It is concerned with the tight integration of people into the industrial process through continuous improvement which leads to value addition throughout the whole value chain by eliminating non vale added activities. The findings show that organizations can improve their productivity and flexibility with speed and accuracy by integrating I4.0 technologies with LM, which is foremost need of any industry across the world. Originality/value: This article accentuates the connections between the principles and tools developed under the umbrella of I4.0 and those developed by the LM techniques, with a specific emphasis on how some of the principles and tools of I4.0 improve the implementation of lean principles dependent on the competence levels of the technology. Very few articles have been published in this area, and this paper is an original piece of research covering a review of extant research published in various journals. [ABSTRACT FROM AUTHOR]

Since companies face difficulties and barriers that prevent the implementation of the Lean philosophy because of resistance within the sector to the use of new techniques and tools, more transparent guidelines on the Lean Construction (LC) principles must be established to increase their usefulness and dissemination. This paper proposes a new LC principles deployment method called New PAD. The previous method, called PAD (Preparation, Application, Deployment), was evaluated based on previous exploratory studies and a literature review, which enabled its improvement with the proposal of the New PAD, which was applied and evaluated in a case study of a paver block production process. The main result is the proposal of the New PAD, the validation of which revealed a reduction in production time from 5 hours and 25 minutes to 4 hours and 30 minutes, minimizing flow times. The New PAD proved to be a viable method for implementing Lean Construction principles in various construction activities, and there was a positive evaluation in the case study company. Because of the lack of formalized methods for deploying LC principles, this paper validates the New PAD method, which can fill this gap. [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]

The production management models currently adopted in the construction industry do not adequately describe the relationships between activities and processes. Such models place emphasis on conversions to the detriment of internal logistics of input distribution for various work fronts. In the planning phase, tasks are commonly estimated using the critical path method, program evaluation and review technique, and Gantt charts. However, techniques capable of optimizing physical flows are not widely adopted. In view of this limitation, this study aimed to assess the potential of virtual manufacturing tools in estimating virtual production parameters based on product lifecycle management and real-life data. Data on mortar production and distribution to work locations were collected on site. Then, two simulations were performed. The first simulation was used to construct a virtual model of the mortar distribution process. The second simulation examined the impact of a mortar transportation device on the activity. Subsequently, the efficiency of both simulations was compared. The efficiency of the mortar transportation device was confirmed by the improvements provided by its implementation. Given their limited example of use in civil construction, it will need to be expanded in this study to validate their potential in all activities of the sector. Despite the limitation presented in this work, the virtual manufacturing can be used as one tool for the integrated product development and product lifecycle management to improve the quality, and to reduce the losses during the production lifecycle. [ABSTRACT FROM AUTHOR]

Purpose: This paper uses dialectical inquiry to explore tensions that arise when adopting Industry 4.0 technologies in a lean production system and their reconciliation mechanisms. Design/methodology/approach: We conducted an in-depth qualitative case study over a 3-year period on an Italian division of an international electrotechnical organisation that produces electrical switches. This organisation successfully adopted Industry 4.0 technologies in a lean production system. The study is based on primary data such as observations and semi-structured interviews, along with secondary data. Findings: We identify four empirically validated dialectic tensions arising across different Industry 4.0 adoption stages due to managers' and workers' contrasting interpretations of technologies. Consequently, we define the related reconciliation mechanisms that allow the effective adoption of various Industry 4.0 technologies to support a lean production system. Originality/value: This is the first empirical investigation of tensions in the adoption of Industry 4.0 technologies in a lean production system. Furthermore, the paper presents four theoretical propositions and a conceptual model describing which tensions arise during the adoption of Industry 4.0 technologies in a lean production system and the reconciliation mechanisms that prevent lean production system deterioration. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems. Design/methodology/approach: This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers. Findings: The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies. Originality/value: This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes "fails" and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance. Design/methodology/approach: Survey data collected from China's manufacturing industry are used to test research hypotheses. Findings: The results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance. Practical implications: This study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context. Originality/value: While digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance. [ABSTRACT FROM AUTHOR]

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Since companies are inclined to implement lean production, researchers have proposed a number of fundamental success factors to facilitate the implementation of this production approach. This study analyzes the critical success factors (CSFs) in lean production extracted from 14 review studies. The interpretive structural modeling approach is utilized to analyze the impact of these critical success factors on one another. The aim is to enhance insights into lean production and facilitate informed decision-making. In this article, a seven-tiered model is presented. According to the conceptual model of success factors in lean production, leadership is positioned at the base of the model and serves as the origin for other factors. It should be regarded as the foremost critical success factor in lean production. When establishing lean production systems, organizations and senior managers should focus on higher levels and critical success factors that underlie the model. Subsequently, nonfuzzy and fuzzy driving and dependence power analyses were conducted that the fuzzy matrix cross-reference multiplication applied to a classification (MICMAC) analysis provides deeper insights into the analysis of driving and dependence power. The fuzzy matrix cross-reference multiplication applied to a classification analysis helped identify some key factors that are highly effective for successfully implementing lean manufacturing. [ABSTRACT FROM AUTHOR]

The industrial landscape has evolved from mass production to demand-driven systems in a competitive market. Companies face constant change, prompting a need for efficiency and flexibility in operations. The Toyota production system, developed in the 1950s, emphasizes waste reduction and pull-based production. This article explores how the Toyota system is applied in a metallurgical company to reduce waste and improve processes through Kaizen. The general objective of this article is to analyze the pulled production system and its contribution to reducing inventories in the production process in a metallurgical company. This study was operationalized through a qualitative analysis, with the aid of the case study research method within a metallurgical production context. The study participants are a specific sector of the company and data collection involves documentary analysis and secondary data. Data analysis includes content analysis, focusing on reducing lead time and inventories in the production process. Through the implementation of the pull system and the value flow, the production process was optimized, reducing stocks, facilitating quality control, and allowing the rapid identification of anomalies. The development of a future state flow map showed how Toyota Production System tools, such as 5S, visual management and Kanban, can be applied to promote continuous improvement in the manufacturing process. The implementation of the pull system in the sector brought improvements such as production on customer demand, reduced and qualified stocks, ensuring timely deliveries in line with the philosophy of the Toyota Production System, which prioritizes production according to the customer's needs. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector. Design/methodology/approach: A mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs. Findings: Findings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results. Originality/value: This study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events. [ABSTRACT FROM AUTHOR]

As demonstrated by the existing literature, lean production and management can contribute to the improvement of firm performance. However, there are many companies that struggle to apply its ethos and practices. The key point is that lean production differs from traditional mass production in many ways. Other than that, numerous studies have shown that business management systems must take into account both soft power and hard power. The main purpose of this study is to use the Analytic Hierarchy Process (AHP) and Analytic Network Process (ANP) tools to find out the soft and hard power factors, rank their importance in identifying the key success factors for the introduction of a lean production system, and assist in making the company’s transformation smoother and more successful. The research results verify that a lean production system needs to take into account both soft power and hard power. Lean management in this study concludes the following priorities of critical factors: In hard power (technical dimension): (1) 5S, (2) seven major wastes, (3) solutions to lean production-related issues, (4) storage location management and warehouse management, (5) single minute exchange of die, and (6) total productive maintenance; In soft power (management dimension): (1) teamwork, (2) communication, (3) leadership, (4) culture, (5) initiative, and (6) employee training. The combination of soft power and hard power can improve the success rate of lean management system introduction.

Lean production has been industrialized in manufacturing industry in the Global North on account of delivering quality products. The industry in the Global South on the other hand is facing problems that could easily be minimized using the production principle. This paper is organized to adapt lean production for improving productivity of garment industry in Ethiopia. The target is to alleviate variety between company's productivity and customer demand. Shop floor visit, questionnaire survey, and focus group discussion-based data mining approaches have been used for this purpose. The qualitative part was used to map out baseline data of existing manufacturing process whereas the quantitative part was aimed to construct empirical findings obtained from qualitative organization. Aggregate results accordingly show that there are substantial lean wastes such as longer lead time, high WIP inventory, longer routes, and unutilized resources. It has been meanwhile renown that if appropriate lean production tools have framed and implemented, the impact of these wastes could meaningfully be minimized and a smooth process flow can be ensured. For instance, a lead time for a single round neck t-shirt in the case study has shown an improvement of 18.3% and a 3.9% improvement of resource utilization. [ABSTRACT FROM AUTHOR]

Small and Medium Enterprises SME play a crucial role in the global economy through their contribution in countries economy and creation of employment opportunities, and their success heavily relies on the implementation of efficient manufacturing systems like Lean Production(LP). LP is a continuous improvement philosophy based on various lean activities for improving enterprise lean performance. A fuzzy model that integration Fuzzy Consistency Algorithm (FCA) and Fuzzy Analytical Hierarchy Process (FAHP) was proposed as a comprehensive framework to assess the levels of importance and priority of nineteen SME lean activities that categorized into the related five related lean dimensions. FCA was used to construct the fuzzy pairwise comparison matrix to ensure obtaining consistent experts judgment, whereas FAHP was applied to identify the level of importance and priority of lean activities. Identifying the level of importance of lean activities will be contributed in focuses SME efforts in the improvement process on the most important lean activities to ensure effective resource allocation and foster continuous improvement process and offer a practical tool for enhancing their competitiveness and sustainability. The proposed model was applied in Iraqi SME. The result showed that FCA is an efficient approach to construct a consistent judgment matrix. Efficient manger, Kaizen team, supplier relationship, execution customer suggestions and customer satisfaction job rotation are the most important lean activities with level of importance 58.90%, 21.30%, 49.80%, 38.50%, 41.20% respectively. The proposed model can be used for small or medium size enterprise for various production industries. [ABSTRACT FROM AUTHOR]

Research in lean production has recently focused on linking lean production to Industry 4.0 by discussing the positive relationship between them. In the context of Industry 4.0, data science plays a fundamental role, and operations management research is dedicating particular attention to this field. However, the literature on the empirical implementation of data science to lean production is still under-investigated and details are lacking in most of the reported contributions. In this study, multiple case studies were conducted involving the Italian manufacturing sector to collect evidence of the application of data science to support lean production and to understand it. The results provide empirical proof of the link and examples of a variety of data science techniques and tools that can be combined to support lean production practices. The findings offer insights into the applications of the traditional lean plan–do–check–act cycle, supporting feedback on performance metrics, total productive maintenance, total quality management, statistical process control, root cause analysis for problem-solving, visual management, and Kaizen. [ABSTRACT FROM AUTHOR]

This paper aims to identify the main performance measurement systems (PMSs) documented in the literature and assess their ability to overcome/mitigate a set of 19 specific barriers (identified in a previous paper) to their effectiveness. It also aims to understand what makes each PMS capable of or not capable of dealing with these barriers (i.e., what traits it has) and to explore their connection to some sustainable development goals (SDG). The PRISMA methodology was used to identify the relevant publications, which were then subjected to a detailed content analysis with statistical treatment, followed by the assessment of the potential of each PMS to deal with the barriers. The results made it possible to identify the PMSs most referred to in the literature (ordered list), quantitatively classify the PMSs according to their ability to overcome/mitigate barriers, and identify the barriers most and least addressed by the PMSs. While no single PMS offers a comprehensive solution, certain common traits contribute significantly to overcoming prevalent barriers. The complex interplay between barriers means that some traits can effectively address multiple barriers either directly or indirectly. Regarding implications, these findings provide important inputs (e.g., key recommendations) for developing or improving PMS frameworks that are able to comprehensively address the barriers, thus contributing to organisational effectiveness and, consequently, to the achievement of the SDGs. This constitutes the innovative contribution of this paper. As for limitations, this work is based on the analysis of 28 PMSs resulting from the systematic literature review in two databases (Scopus and Web of Science). [ABSTRACT FROM AUTHOR]

Today's businesses face a critical need to balance sustainability, environmental responsibility, and operational excellence. Integrating lean and green methodologies holds promise for achieving this balance but presents challenges in real-sector implementation. Despite extensive research in the scientific community, a universally accepted model for integrated lean and green implementation is lacking. Limited research also explores the impact of lean tools on environmental performance indicators. This study aims to identify key economic and environmental performance indicators and investigate how they are influenced by lean tools. The primary objective is to develop a decision-making model facilitating lean tool implementation based on a company's priorities for economic and environmental performance. The methodology involves a literature review, complemented by questionnaires and interviews with experts from academia and the real sector. The findings show that commonly used lean tools positively influence economic and environmental indicators. The decision-making model, tailored to chosen criteria priorities, was successfully validated using simulated and real company data, which makes it a potentially valuable resource for companies navigating integrated lean and green methodologies. While the obtained results show promise, it is important to highlight the limitations arising from the regional focus on Croatia and the inclusion of a subset of the manufacturing industry. [ABSTRACT FROM AUTHOR]

In the production of air conditioners, there are various issues such as complex requirements, redundant stations, excessive man-hours, and low production line balance rate. This paper aims to address these problems by analyzing the historical data of H Company’s commercial air conditioner production line. The data is categorized into five aspects: station, working hours, standard working hours, labor capacity, and presence of bottleneck processes. To optimize and improve the second production line, this paper applies the production line balance management method based on data mining. It utilizes the decision tree model in data mining and incorporates lean production knowledge from industrial engineering. The goal is to identify crucial factors that affect the balance of the production line and address the issues caused by these factors. The aim is to reduce and eliminate redundant working hours and enhance the balance rate of the production line. By implementing the approach outlined in this paper, the bottleneck time of the second production line was reduced from 96.67 s to 74.6 s, and the production line balance rate increased from 68% to 85%. [ABSTRACT FROM AUTHOR]

Lean production is becoming popular in IT-related industries, including the business processes outsourcing (BPO) industry. Managers of companies try to implement lean principles in software development projects and, as a result, Agile Software Development (ASD) is becoming more common in practice. According to ASD authors, this approach aims to increase employee productivity and provide better working conditions. However, little is known about the experience of working in such conditions. This article aims to analyze the experience of working under ASD conditions in the BPO industry in Poland. Based on interviews with employees and trade unionists in the BPO industry and using Grounded Theory Methodology procedures during the data analysis, three categories of work experiences in the BPO industry were reconstructed. The reconstructed categories are: "enthusiasm," "instrumentalism," and "disenchantment." Modes of experience were determined by biographical work experiences, individual resources, and objective context. [ABSTRACT FROM AUTHOR]

In this study, the integration process of lean production techniques into mass catering production has been investigated, and this integration process has been modeled based on the current conditions of a catering firm using traditional production methods. The study comprises literature review, data collection, model development, and comparative analysis phases. The model was developed based on data obtained from a catering company that has partially implemented lean production techniques, informed by the literature review. The model identified approximately 64 m² of idle space within the facility, reorganized workflow to improve labor efficiency, and recommended reducing high inventory levels. In the comparative analysis phase, the production costs, production volume, and labor capacity of two companies were proportionally compared. [ABSTRACT FROM AUTHOR]

Cellular manufacturing represents a production system arrangement in which machines, tools, workers, and devices are grouped to produce a single product or a group of products with similar production requirements. By implementing cellular manufacturing, it is possible to significantly influence the elimination of the seven types of Lean waste: transport, inventory, unnecessary motion, waiting, overproduction, overprocessing, and defects. There are various models of a cellular manufacturing organization, and some of the most widely used and studied include the Toyota Sewing System, Bucket Brigades, Working Balance, and Rabbit Chase. This paper aims to present different types of lean cellular manufacturing organizations. By reviewing the literature, the advantages and disadvantages of individual types of cellular manufacturing will be systematized. In the practical part of the paper, the theoretical assumptions will be confirmed, and the impact and robustness of individual types of cellular manufacturing will be explored in different situations. Simulations were performed in real conditions on real products to demonstrate the efficiency of individual types of cellular manufacturing organizations depending on the duration of technological operations. The goal was also to examine the robustness of individual types of cellular organization in case of the absence of certain operators or insufficiently trained operators. The criteria used to compare different cellular models were productivity, non-conformance, WIP inventory, time to deliver the first correct piece, and flow time. Simulations were performed for the Toyota Sewing System, Bucket Brigade, Working Balance, and Rabbit Chase cellular manufacturing concepts. The simulation results indicate significant differences in the performance of individual concepts, where the difference in some criteria can reach up to 100%. [ABSTRACT FROM AUTHOR]

Lean supply chain management enables firms to tailor their processes and organisational roles to support lean supply chain principles. The study aimed to investigate the effect of lean supply chain management on organisational performance in the FAFFA Food S.C. The study employed descriptive and explanatory research design. Out of the study population of 151 enterprise employees, a sample size of 110 was taken using a stratified sampling technique. Questionnaires were used with a response rate of 85%. Data was analysed using descriptive statistics, correlation and regression analysis with the help of SPSS software. The study indicated that lean supply chain management is practised in FAFFA Food S.C. occasionally. The study revealed that lean supply chain management practice contributed to FAFFA Food S.C. organisational performance to a moderate extent, and there is a significant relationship between lean supply chain management practices and FAFFA Food S.C.'s organisational performance. The study further revealed that lean procurement, lean supplier, and lean warehousing practices had a powerful influence on the organisational performance of FAFFA Food S.C. The study also showed that FAFFA Food S.C. faced challenges, misunderstanding of lean, and resistance to broad change. The study recommended giving priority and enhancing the lean supply chain management practices to improve its organisational performance from the current position significantly. [ABSTRACT FROM AUTHOR]

Heijunka is the central concept of the Toyota Production System which aims to maintain both flexibility and stability of the production system by producing the same quantity of products every time interval (a day, a shift, an hour, etc.). This study is a systematic literature review whose objective is to give an idea about the most important research areas regarding this concept and to propose an agenda for further research. A total of 60 articles were reviewed using specified inclusion and exclusion criteria. The review showed that heijunka received little attention in the academic literature and disclosed the existence of three main research topics, namely: Implementation of heijunka and its benefits, Heijunka-related problem-solving using optimization, and Heijunka and Industry 4.0 technologies. This review could have some limitations related to the number of reviewed articles. It is possible that, unintentionally, some important articles haven't been included. [ABSTRACT FROM AUTHOR]

The purpose of the article is to create a scientific theory of lean production of goods and services (the theory of thrift), from the perspective of Japanese culture which is applicable in higher education and agriculture. Currently, a new technological way is being formed. One of the key concepts of this technological way will be the scientific theory of lean manufacturing, which can be created based on the analysis of the practice of lean manufacturing of the Toyota automobile company. The analysis of the directions of crisis management indicates the growing relevance of the introduction of lean manufacturing of goods and services in all new areas of activity, in particular in higher education and agriculture as a part of Japanese culture. However, fragmentary implementation of lean manufacturing ideas can be inefficient. This necessitates the development of the concept and content of the general theory of lean production of goods and services in higher education and agriculture. The article describes the functions, roles, and structural elements of the general theory of lean production of goods and services, a conceptual approach to the introduction of lean production of goods and services in higher education and agriculture as a part of Japanese culture is being formed.

Heijunka is the central concept of the Toyota Production System which aims to maintain both flexibility and stability of the production system by producing the same quantity of products every time interval (a day, a shift, an hour, etc.). This study is a systematic literature review whose objective is to give an idea about the most important research areas regarding this concept and to propose an agenda for further research. A total of 60 articles were reviewed using specified inclusion and exclusion criteria. The review showed that heijunka received little attention in the academic literature and disclosed the existence of three main research topics, namely: Implementation of heijunka and its benefits, Heijunka-related problem-solving using optimization, and Heijunka and Industry 4.0 technologies. This review could have some limitations related to the number of reviewed articles. It is possible that, unintentionally, some important articles haven’t been included.

This article discusses one of the ways to increase the economic efficiency of the Gazprom Transgaz Kazan Limited Liability Company (Gazprom Transgaz Kazan LLC) in the operation of gas heaters at a gas distribution station by replacing the gas heating unit. The advantages of the equipment «ISTOK-60» over PTPG-30 are described, the calculation of the economic effect from the introduction of new equipment is given. The object of the study is the process of operating gas heaters at the gas distribution station of OOO Gazprom Transgaz Kazan, the subject is a method for increasing the economic efficiency of gas heaters. As a result of the study, the expediency of replacing old equipment with new one is proved and the economic effect is calculated. The article also raises questions about the possibility of using the concept of «Lean production» in the process of gas distribution. One of the methods of lean manufacturing — SMED is proposed as the main one.

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]

In order to effectively manage the company's resources, it is necessary to draw up financial plans, control the flow of income and expenses, and correlate strategic and managerial decisions with the current economic situation. These tasks can be implemented through budgeting. The article aims to generalize the theoretical and methodological principles of budgeting and management reporting and substantiate recommendations for their improvement based on the analysis of best international practices. It was determined that budgeting is considered as: 1) a management function characterized by general scientific and practical approaches to the goal, purpose, tasks and functional content; 2) an element of the management accounting system concerning management reporting. The factors causing the problem of low budgeting efficiency in Ukrainian enterprises were disclosed. The research draws a parallel between traditional budgeting systems, which have proven themselves in the practice of Ukrainian enterprises, and innovative ones of foreign origin. It was proposed to use instrumental technologies of Lean and frugal production in budgeting. It was recommended to develop the ideology of budgeting based on the philosophy of praxeology. This approach will increase the role of budgeting in making managerial decisions. It was determined that an important element of the budgeting process is the internal management reporting system, which is formed in connection with the design and content of budgets. Innovative budgeting methods are factors in the development of the management reporting system. Management reporting should be improved in terms of form, content and design. The authors consider the design of management reporting as a bridge between the executor and the consumer of the information product, capable of increasing the level of understanding and trust between the management accounting accountant and the decision-making centre, i.e. the manager (owner).

This article discusses lean manufacturing methods aimed at improving the management of production processes in a chemical plant. The object of the study is the concept of lean production, the subject is the use of its methods in the production of low fission polyethylene in the public joint-stock company Kazanorgsintez. The article provides a brief overview of the methods and tools of lean manufacturing, which are most widely used in Russian industrial enterprises. Based on the example of low-density polyethylene production in Kazanorgsintez Public Joint-Stock Company, recommendations have been developed on the use of lean manufacturing methods to optimize production processes, in particular, the Just-inTime principle, which is implemented through the use of the automated KANBAN system (at the stage of production of low-density polyethylene) and the "pull" model (on the example of low-density polyethylene storage). As a result of the study, the prospects for the introduction of methods and tools of lean production at a chemical enterprise are shown.

This paper proposes an innovative management optimization method for the challenges facing the management of industrial enterprises in the context of the current rapid development of the industrial economy. The article combines human factors engineering and lean production theory to optimize the management efficiency and effectiveness of industrial enterprises. Considering the complexity of industrial environments, a personnel identification system and a tracking system are constructed in the study to achieve more effective staff management. To comprehensively assess the management effectiveness, the article combines the fuzzy synthesis method to build an evaluation model for the management effectiveness of industrial enterprises. The empirical study shows that the optimization method significantly improves the productivity: the working hours are reduced from 210 hours to 150 hours, the torso rotational and bending forces are reduced by about 54% and 45%, respectively, and the troops on each joint are reduced by about 59% on average. The overall optimization of the model has an affiliation value of 0.53, indicating that the management effect is evaluated as good. The data fully proved the effectiveness of the management optimization method for industrial enterprises proposed in this paper in increasing productivity and improving working conditions.