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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 shows the results of research, analysis and systematization of historical information, scientific works, and regulatory and legal documents in the subject area under consideration in order to synthesize the Concept of scientific management of sustainable development of subjects of modern domestic economy.The results of the work are based on a systematic approach and the scientific and practical experience of the authors. The results of a retro-perspective analysis of management science through the prism of scientific and technological development of Russia in the XX–XXI centuries are presented. The forecast indicators of Russia’s socio-economic development in the field of achieving technological sovereignty are shown. Theoretical and practical significance of the work done consists in the formation and presentation to the scientific and business community of promising conceptual directions of sustainable development of economic entities through the development of adaptive strategy; deployment of industry clusters; introduction and commercialization of innovative technologies; differentiated application of elements of scientific management; formation and development of social capital, taking into account the requirement of protection from cyber threats in the era of industries 4.0 and 5.0.

Copyright of Journal of Selcuk University Social Sciences Institute / Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi is the property of Journal of Selcuk University Social Sciences Institute and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Objective In the context of intelligent manufacturing, the MES (manufacturing execution system), targeting the production line execution layer, is a core component of the information management system. With the rapid promotion of lean production mode in the rail transit vehicle manufacturing industry, problems arising from information silos and information disconnections due to loose control of manufacturing resources and inconvenient collection of production data are exposed alongside the increase in production capacity. Therefore, it is necessary to analyze the application of MES. Method Combining the production organization mode of rail transit vehicle products with workstation-paced lean production and the characteristics of multi-variety, small-batch discrete manufacturing, a MES based on lean production workstation control is constructed using structured process design and mobile internet technology. Result & Conclusion By constructing a three-dimensional relationship of production elements, the structured process design output driving on-site execution is implemented. Through mobile terminal operations, transparent production management is realized. The MES is expanded longitudinally and laterally, and by managing the data of underlying equipment, interconnection of manufacturing data is achieved. The construction of the MES based on lean production workstation control has realized dynamic control of the entire manufacturing process, controllable making production process, grid-based production resources, and transparent production processes.

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]

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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]

Copyright of Journal of Business Science (JOBS) / İşletme Bilimi Dergisi (JOBS) is the property of Journal of Business Science / Isletme Bilimi Dergisi (JOBS) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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]

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]

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.

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.

This paper analyses the disruptions occurring in a production system determining the operating states of a single machine. A system with a convergent production character, in which both single flows (streams) and multi-stream flows occur, was considered. In this paper, a two-level formalisation of the production system (PS) was made according to complex systems theory. The continuity analysis was performed at the operational level (manufacturing machine level). The definition of the kth survival value and the quasi-coherence property defined on chains of synchronous relations were used to determine the impact of interruption of the processed material flow on uninterrupted machine operation. The developed methodology is presented in terms of shaping the energy efficiency of technical objects with the highest power demand (the furnace of an automatic paint shop and the furnace of a glass tempering line were taken into consideration). The proposed methodology is used to optimise energy consumption in complex production structures. The model presented is utilitarian in nature—it can be applied to any technical system where there is randomness of task execution times and randomness of unplanned events. This paper considers the case in which two mutually independent random variables determining the duration of correct operation T P and the duration of breakdown T B are determined by a given distribution: Gaussian and Gamma family distributions (including combinations of exponential and Erlang distributions). A formalised methodology is also developed to determine the stability of system operation, as well as to assess the potential risk for arbitrary system evaluation parameters. [ABSTRACT FROM AUTHOR]

Performance Measurement Systems (PMS) have been a potential answer to problems related to production systems monitoring, allowing the management and manipulation of data collected at various levels in organizations. PMS can be defined as a group of indicators in an information system. There are several types of PMS, however, the relationship between indicators in a PMS is still an issue that needs to be explored, as the KPIs in a production system are not independent and may have an intrinsic relationship. The purpose of this paper is to present a multilevel structure and its intrinsic structural relation for managing and analysing KPIs for a value stream production system. This hierarchical structure has different KPI levels such as Improvement KPIs, Monitoring KPIs, and Results KPIs or KPR (Key Performance Results), intrinsically related from the strategic levels to the operational levels. This provides a useful tool for the management of production systems, being used to analyse, and support the organization's continuous improvement processes.

The article presents an overview of the features of the economic environment that forms the appearance of a modern catering enterprise. All this affects the stability of a company’s activities in market conditions and its ability to meet consumer expectations. The purpose of the research is to implement the basic principles of lean manufacturing in the practical activities of catering enterprises aimed at organizing the technological process in such a way that, with minimal labor costs and efficient use of material and technical equipment available at the enterprise, to obtain the maximum result associated with an increase in production profits and a decrease in the expenditure part of the balance. The profit of the enterprise is considered as the prosperity of the business. The selling price is determined by the market, and the reduction of losses is considered as a way to influence the amount of profit. The research methods used are analysis, synthesis, generalization, observation and forecasting. The results are as follows: the article emphasizes the need to pay attention to the development of the creative potential of a company’s personnel. The 5S methodology for system improvement of the working environment has been characterized. Standardization of production operations has been considered as a way to consolidate the best order of work. Assessing how close an enterprise is to its goal, performance indicators related to the use of overcoming methods for successful management of organizational changes are used. The standard directions of improving the company’s activities to minimize losses have been identified. With this in mind, the characteristic of the ADKAR model has been presented, which is found in almost any work and is associated with change management. The following conclusions have been drawn in order to achieve results in the activities of public catering enterprises: a lean manufacturing approach contributes to solving problems related to the final performance indicators of an enterprise, dependent on throughput, which, in turn, is associated with the consumer desire to visit this enterprise, which inspires employees to improve their skill level to meet the bar of guests’ expectations.

The article is aimed at forming a mechanism for managing activity of transport enterprise on the basis of the conception of lean production. In the current economic conditions, the overwhelming majority of managers of domestic transport enterprises are aware that in order to effectively fight for consumers and maintain the desired level of competitiveness, modernization of all aspects of economic activity is necessary, in particular: reducing production costs, improving the level of product quality, reducing the time for the process of mastering new types of technologies, and improving the customer service process. One of the effective management approaches aimed at achieving these goals is the conception of lean production. As result of the study, it is allocated that the leading goal of the conception of lean production is to eliminate all types of losses and efficient use of material, financial and labor resources through continuous improvement of all business processes of enterprise aimed at meeting the needs of consumers by introducing lean production tools. Formation of an effective and market-compliant mechanism for managing the activities of a transport enterprise based on the conception of lean production is an objective need to ensure the effective development of enterprises in the current conditions. The author proposes her own definition of the concept of mechanism of management of activity of transport enterprise on the basis of the conception of lean production): it is a complex system that combines goals, principles, purpose, means and tools of introduction of lean production to increase management efficiency and achieve the effect (result) of creating a culture of continuous improvement of the quality of transport services, as well as improving the indicators of the level of economic efficiency of the transport enterprise. The mechanism of management of the transport enterprise on the basis of the conception of lean production involves the formation of a conception at the enterprise, which defines the goals, principles and purpose that affect the choice of tools for lean production, the use of which will increase the efficiency of management of the transport enterprise, which, in turn, affects the result of activities in general. Prospects for further research in this direction are the assessment of the effect or result of the introduction of the mechanism of management of the transport enterprise, in particular, the quality of transport services and improvement of indicators of the level of economic efficiency of the transport enterprise.

Background. The use of lean manufacturing systems in industrial enterprises reduces production losses and leads to a quality product at the lowest possible price. There are a number of problems that organizations face at the stage of implementing lean manufacturing tools, which not only slow down the process itself, but can also lead to the abandonment of further activities. Materials and methods. The article considers the development of an algorithm for the implementation of lean manufacturing projects in relation to the enterprise “Zavod GRAZ” JSC. The proposed algorithm includes two areas: training and education of personnel and diagnostics of activities and implementation of improvements in the enterprise. Results. It is shown that the algorithm is based on the established quantitative levels of a phased transition, which allow assessing the effectiveness of the process of implementing lean manufacturing improvements, as well as quickly adapting quality improvement processes for specific projects. Conclusions. The described method of performance evaluation allows you to evaluate not only the overall result, but also each individual event, which gives a clear picture of the reasons why the final goal was not achieved. The algorithm is universal and can be adapted to any enterprise.

Based on premise of importance of optimizing the value chain and introducing lean thinking in companies, this work focuses on answering the following research question: would it be possible to identify possible improvement points even in a coffee company which already uses as a production system the Make to Order (MTO), by means of application of the VSM tool? For this, it was adopted, as a general objective, application of the value stream mapping tool (VSM), characterizing Takt Time as a performance parameter in a coffee sector company, and specifically, one sought to identify the main metrics by the Takt Time tool in order to assess its relevance in production planning. As a methodology, this research is characterized as exploratory-quantitative and is based on two aspects, in the first, the literature review and in the second, the application of a case study in a company which adopts the Make to Order manufacturing system as a strategy (MTO). As a result, by means of analysis of the current VSM and the takt time, it was possible to develop a New VSM that was converted into effective gains for the company and increased efficiency of its production line, with a reduction of the average cycle time by 15%. [ABSTRACT FROM AUTHOR]

More recent research shows the significant impact of accurate demand forecasting on the operation of supply chain system and thus on the performance of the company. Inventories in the production process could represent waste, which results in higher storage costs and consequently a higher product price, which in turn reduces company's competitiveness on the market. Nevertheless, a company must implement a lean production process and consequently carefully control storage and inventory costs. The introduction of a lean production process is closely linked to the risk of stock-outs, and knowledge of this risk in relation to customer habits is therefore a useful piece of information for the line manager's decision-making. This paper will present a mathematical model that relates customer demand for a product to the inventory level in the warehouse or between the work operations of the production process and the risk of potential penalties that arises with the introduction of a lean production process. With this model we can simulate, how to improve the production processes with still acceptable risk, with the goal of achieving a balance between stocks and the leanness of the production process. The paper demonstrates the use of a mathematical model on a concrete example from practice for risk simulation when choosing different production scenarios resulting from changed customer behaviour. [ABSTRACT FROM AUTHOR]

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The objective process of expanding application of digital technologies, significantly accelerated and enhanced by the pandemic, has identified a number of promising directions in training both within the framework of university educational programs and in the postgraduate development system of competences. Among adequate education formats the so-called MOOCs are allocated - mass open online courses, which have become particularly popular in the conditions of insulation of people caused by the coronavirus pandemic. The problem: reformatting educational material in order to transfer it to a remote type with the use of educational technologies of e-learning - interactive elements, various media formats, etc. The purpose of the research is to show the possibility of transferring online management personnel to the skills of the application of the principles and instruments of Lean production based on the developed mass open course in order to master the lean technologies, if necessary, the translation of the educational process into electronic form in the pandemic period. The research methods used are critical analysis of pedagogical, psychological and regulatory sources, design, modeling, systematization. The research results are the following: the article shows the practical possibility of digital transformation of the learning process and lean production tools in a remote form on the basis of mass open online courses conducted in the pandemic period with the help of an electronic information educational environment of the University. The tasks of the online course and its structure are also given, experience has been described with training groups of employees of manufacturing divisions and administrative workers, whose heterogeneity requires special attention, the process and peculiarities of transfer of lean production teaching to the online format have been described. Key findings: training in the online format allows to improve special knowledge in a convenient form, to acquaint employees with corporate values and strengthen the competitive advantages of an organization by forming an excellently prepared team, armed with lean production skills.

Production scheduling management is crucial for optimizing mine productivity. With the trend towards intelligent mines, a lean scheduling management mode is required to align with intelligent conditions. This paper proposes a lean scheduling framework, based on short interval control as an effective tool to adapt intelligent scheduling in underground mines. The framework shortens the production monitoring and adjustment cycle to near-real-time, enabling timely corrective measures to minimize schedule deviations and improve overall production efficiency. An intelligent scheduling platform is implemented by adopting the digital twin platform framework, the intelligent scheduling mobile terminal module, and the integrated scheduling control cockpit module. The results indicate that the platform is effective in promoting mine intelligence by providing benefits in information transparency, flexible scheduling, lean production, and scientific decision-making. The proposed framework provides a practical solution for implementing intelligent scheduling in underground mines, contributing to the overall improvement of mine productivity. Overall, this paper provides insights for implementing intelligent scheduling in underground mines. [ABSTRACT FROM AUTHOR]

The shift towards lean production is gradually replacing traditional mass production, and lean accounting is also being mentioned to evaluate operational efficiency based on the lean philosophy, eliminating waste, and simplifying direct cost aggregation along the value stream to improve productivity, distribution, quality, and service. This study aims to evaluate the impact of various factors on the adoption of lean accounting in Vietnamese garment firms based on data collected from 242 survey questionnaires completed by managers and accountants of Vietnamese garment firms. Through Cronbach's Alpha test, EFA test, and multiple regression analysis to verify and forecast information, eight determinants affecting the adoption of lean accounting in Vietnamese garment firms are arranged in descending order of influence, including leadership, size, cost of implementation, resources, accounting department, education and training, culture, and competitive pressure. Based on the findings, recommendations are proposed to management businesses and agencies to address shortcomings in the process of applying lean accounting, contributing to making it one of the most effective tools in promoting product development and continuous improvement, enhancing quality and production efficiency. [ABSTRACT FROM AUTHOR]

This study explores why a sustainable cycle is induced when manufacturers implement auditing in combination with lean production. Furthermore, it verifies whether this sustainable cycle enhances process integration and risk resilience, thereby allowing the manufacturer to build strong cooperation with suppliers, which further produces a positive effect on the green supply chain. Sociotechnical systems theory is our theoretical basis, and calculating Spearman’s rank correlation coefficient and estimating PLS regressions are the main methods used. The results show that the implementation of auditing induces two driving forces: internal responsibility and the ability to respond to emergencies. These two forces drive suppliers to actively and positively cooperate with lean practices to ensure that the effect of those practices is strengthened. Moreover, stronger lean practices also produce two feedback forces – expanded tolerance for auditing and expanded acceptance of auditing interventions – that strengthen auditing practices. As a result, the mutually continuous strengthening of lean production and auditing practices is produced, which further becomes a sustainable cycle. This cycle can continue to enhance process integration and increase risk resilience, build strong cooperation with suppliers, and improve the green supply chain. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate the impact of lean production, sustainability, circular capabilities, and waste management on enhancing operational performance. Additionally, the research aims to examine the moderating influence of organisational dynamics. The present study was conducted within the framework of the manufacturing sector in Saudi Arabia. The research study has employed a quantitative research methodology. The data was gathered through the utilisation of a survey questionnaire. The study's target population consists of individuals who possess expertise in manufacturing organisations located in Saudi Arabia. The study has employed a statistical data analysis approach through the utilisation of Smart-PLS. The results of the study indicate that circular capabilities and lean production practises have a significant effect on operational performance. However, the influence of sustainability in manufacturing and waste minimization on operational performance is found to be insignificant. The results from the moderation analysis suggest that the relationship between circular capabilities and operational performance is significantly influenced by organisational dynamism. These findings can be employed by organisations to attain sustainable operational performance. Additionally, it is suggested that manufacturing firms should explore strategies for incorporating lean production practices, sustainability initiatives, circular capabilities, and waste minimization techniques to enhance the efficiency of their operations and optimise resource utilisation. Nevertheless, it is important to note that the study employed a limited sample size, and as a result, the findings may only be applicable to a specific industry. Therefore, it is advisable for future researchers to utilise a larger sample size in order to enhance the generalizability of the findings. [ABSTRACT FROM AUTHOR]

Manufacturing companies worldwide are facing increasing volatility on international markets. The ongoing digital transformation, characterized by the widespread use of information and communication technologies, is leading to a sharp increase in complexity along value chains and in production systems. Unpredictable events with a global impact, such as the Covid-19 pandemic or the war in Ukraine, cause massive disruptions and even complete production stoppages in these complex systems. Established approaches to design production systems, such as the lean production approach, focus so far mainly on meeting customer requirements and the three targets quality, costs and time. In view of the political and economic developments, however, it is essential to also take into account resilience as a main target when designing future production systems. This paper evaluates the resilience of lean production systems. Based on a systematic literature review, it is investigated whether there is a correlation between the design of a production system according to lean principles and the resilience of this production system. A descriptive and a content analysis of the results of the systematic literature review is performed out and the results are graphically displayed. The current state of research in the field of resilient and lean design of production systems is highlighted and research gaps are identified. From this future research directions are derived and presented. [ABSTRACT FROM AUTHOR]

The accelerated globalization of the production environment and the diversification of customer expectations lead to increased product complexity and variance. To keep costs and quality globally manageable, manufacturing companies are challenged to increase their effectiveness and efficiency continuously. The necessary transformations of the production environment require an organization to be open to innovation, flexibility, and change. Even though traditional production systems today are often based on Lean Production, market pressure demands the implementation of Industry 4.0 elements to meet the new challenges. Combining both paradigms in Lean 4.0 creates an integrated approach through which synergy potentials can be generated. The emerging Lean 4.0 visions must be successfully and sustainably implemented in the current organizational environment. This leads to a complex and multi-layered transformation process of an organization, which requires a clearly described process that serves as a roadmap for a manufacturing company to achieve its goal. This scientific contribution aims to present a holistic methodology for manufacturing companies to cope with the Lean 4.0 transformation, considering the normative, strategic, and operational levels as well as general and paradigm-specific tools and instruments. Therefore, the key influencing factors that affect the success or failure of a change process in the context of Lean 4.0 are identified and transferred into requirements for the methodology. [ABSTRACT FROM AUTHOR]

The article is aimed at forming a mechanism for managing activity of transport enterprise on the basis of the conception of lean production. In the current economic conditions, the overwhelming majority of managers of domestic transport enterprises are aware that in order to effectively fight for consumers and maintain the desired level of competitiveness, modernization of all aspects of economic activity is necessary, in particular: reducing production costs, improving the level of product quality, reducing the time for the process of mastering new types of technologies, and improving the customer service process. One of the effective management approaches aimed at achieving these goals is the conception of lean production. As result of the study, it is allocated that the leading goal of the conception of lean production is to eliminate all types of losses and efficient use of material, financial and labor resources through continuous improvement of all business processes of enterprise aimed at meeting the needs of consumers by introducing lean production tools. Formation of an effective and marketcompliant mechanism for managing the activities of a transport enterprise based on the conception of lean production is an objective need to ensure the effective development of enterprises in the current conditions. The author proposes her own definition of the concept of mechanism of management of activity of transport enterprise on the basis of the conception of lean production): it is a complex system that combines goals, principles, purpose, means and tools of introduction of lean production to increase management efficiency and achieve the effect (result) of creating a culture of continuous improvement of the quality of transport services, as well as improving the indicators of the level of economic efficiency of the transport enterprise. The mechanism of management of the transport enterprise on the basis of the conception of lean production involves the formation of a conception at the enterprise, which defines the goals, principles and purpose that affect the choice of tools for lean production, the use of which will increase the efficiency of management of the transport enterprise, which, in turn, affects the result of activities in general. Prospects for further research in this direction are the assessment of the effect or result of the introduction of the mechanism of management of the transport enterprise, in particular, the quality of transport services and improvement of indicators of the level of economic efficiency of the transport enterprise. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate the impact of lean production, sustainability, circular capabilities, and waste management on enhancing operational performance. Additionally, the research aims to examine the moderating influence of organisational dynamics. The present study was conducted within the framework of the manufacturing sector in Saudi Arabia. The research study has employed a quantitative research methodology. The data was gathered through the utilisation of a survey questionnaire. The study's target population consists of individuals who possess expertise in manufacturing organisations located in Saudi Arabia. The study has employed a statistical data analysis approach through the utilisation of Smart-PLS. The results of the study indicate that circular capabilities and lean production practises have a significant effect on operational performance. However, the influence of sustainability in manufacturing and waste minimization on operational performance is found to be insignificant. The results from the moderation analysis suggest that the relationship between circular capabilities and operational performance is significantly influenced by organisational dynamism. These findings can be employed by organisations to attain sustainable operational performance. Additionally, it is suggested that manufacturing firms should explore strategies for incorporating lean production practices, sustainability initiatives, circular capabilities, and waste minimization techniques to enhance the efficiency of their operations and optimise resource utilisation. Nevertheless, it is important to note that the study employed a limited sample size, and as a result, the findings may only be applicable to a specific industry. Therefore, it is advisable for future researchers to utilise a larger sample size in order to enhance the generalizability of the findings.

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.