PurposeThis paper aims to explore the lean production paradigm as promoter of workers' creativity and thinking potential, and recognize this human potential as a fundamental asset for companies' growth and success, being a major factor to face the disturbing and unpredictable needs of current markets, providing companies with the necessary agility. The authors believe these thinkers are the base for an agile company and learning organization.Design/methodology/approachThe objectives were achieved through a deep literature review, starting with the Toyota production system (TPS) origins. Some industrial lean case studies were also explored to show that the adoption of a lean culture promotes a pro‐active attitude and behavior that are so important for companies nowadays.FindingsThis paper explores the association between lean production and the promotion of thinkers. For a long period, and even nowadays, it is common to consider the worker as just another production factor that the companies explore to obtain the maximum utilization. This was a result from the distorted knowledge of the Taylor principles and the Ford assembly line model, seeing the worker as a gear in the “big machine”. Lean production was seen, for many years and by many authors, as an extension of this Taylorist/Fordist model but this paper highlights lean production as a work organization model where the worker assumes a position of thinker, continuously looking for improvement and continuously looking for wastes. By reducing wastes, the company will be prepared to accommodate changes and will attain agility.Research limitations/implicationsThis paper is mainly based on literature review and on some industrial case studies of lean implementations (recent or just a few years ago); a deep research is necessary on the cause‐effect relation between lean production adoption and promotion of thinkers.Practical implicationsHelping companies to recognize the importance of workers as thinkers will have relevant impacts through the reduction of waste and costs, improving quality and increase productivity and revenue. Also, for workers, this recognition means respect, self‐esteem and confidence, and, essentially, more satisfaction with work.Social implicationsWith lean production and agility, better products will quickly reach society, contributing thus to clients' satisfaction. Also, lean companies' CEO and workers looking for wastes will lead to a reduction of energy consumption, raw materials needs and gas emissions (reducing pollution of air, land and water), producing only what is needed. Being satisfied with their work they will be happier contributing to the raising of the country's happiness.Originality/valueThe authors are not aware of similar research. The paper is meant for those who are interested in improving their companies' operations and workers' relationships.
Lean Production has proved itself a worthwhile production strategy in many distinct industries across all regions of the planet by achieving higher levels of production efficiency. Several authors identified that Lean inadvertently has had significant environmental gains. Such achievements are considered of special relevance in a global and highly competitive economy which is progressively both tied-up and driven by an environmental agenda. The main goal of the present study is to enlighten the contribution of Lean for achieving a better environmental performance of production systems and identify this as an emergent business model for supporting eco-efficiency.
A model of an Agent based Production Planning and Control (PPC) system able to be dynamically adaptable to local and distributed utilization of production resources and materials is presented. The PPC system is based on the selection of resources to deal with one order of different quantities of one product each time. In this way it is build one scheduling solution for that particular order. The production resources are selected and scheduled using a multi-agent system supported by an implementation of the Smith Contract Net, using Java Spaces technology. The multi-agent system is based on three main agents: Client, Resource and Manager. These agents negotiate the final product, and the correspondent components, requested by the client. An order for each product (component) triggers a process of dynamic design of a production system to fulfill that particular order. This system exists till the end of the order.
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