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PurposeThe purpose of this paper is to discuss the lean implementation process and its quantified benefits for the production industry with the help of value stream mapping (VSM). Both current and future state maps of the organization's shop floor scenarios are discussed using VSM techniques in order to highlight improvement areas and to bridge the gap between the existing state and the proposed state of shop floor of the selected industry.Design/methodology/approachVSM process symbols are used to discuss lean implementation process in the production industry. The existing status of the selected manufacturing industry is prepared with the help of VSM symbols and improvement areas are identified. Some modifications in current state map are suggested and with these modifications a future state map is prepared.FindingsAfter comparison of the current and future state of shop floor of the selected industry it is found that reduction in lead time was 83.14 percent, reduction in processing time was 12.62 percent, reduction in work‐in‐process inventory was 89.47 percent, and reduction in manpower requirement was 30 percent. The rise in productivity per operator was 42.86 percent.Research limitations/implicationsThe findings are limited due to the focused nature of the case study and further cost‐benefit analysis can be carried out.Practical implicationsThis paper will be very useful for the researchers and practitioners for understanding lean implementations and its derived benefits.Originality/valueThe paper is a real case study showing lean implementation and its benefits for the production industry.

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Purpose -The extant literature fails to provide an efficient method to measure leanness of any manufacturing firm. The purpose of this paper is to discuss the concept of leanness and to provide an efficient measurement method for measuring leanness.Design/methodology/approach -Measurement method is based on the judgment and evaluation given by leanness measurement team (LMT) on various leanness parameters such as supplier's issues, investment priorities, Lean practices, and various waste addressed by lean and customers' issues. Further fuzzy set theory is introduced to remove the bias of human judgment and finally defuzzification is done and results are presented in the form of leanness index.Findings -Leanness indices have been developed and presented separately on 100 points scale for all parameters of leanness i.e.

Purpose -The purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean implementation and to develop the road map to tackle improvement areas to bridge the gap between the existing state and the proposed state of a manufacturing firm.Design/methodology/approach -Through this case study, the existing stage of manufacturing is mapped with the help of VSM process symbols and the biggest improvement areas like excessive WIP, lead time, cycle time, are identified. Some modifications in current state map are suggested and with these modifications future state map is prepared. Further TAKT time is calculated to set the pace of production processes.Findings -Current state and future state of manufacturing of a firm are compared and witnessed: 92.58 percent reduction in lead time, 2.17 percent reduction in processing time, 97.1 percent reduction in WIP and 26.08 percent reduction in manpower requirement.Research limitations/implications -The findings are limited due to the focused nature of the case study. VSM can also be applied to the process industry as well as to the service sector.Practical implications -This case study shows that VSM is a powerful tool for lean implementation and allows every industry to understand and continuously improve its understanding towards lean manufacturing.Originality/value -This paper is a real case study showing VSM applications for lean implementation.

Purpose – The purpose of this paper is to investigate the applicability of lean and green practices to foundry industry in India for improving productivity and eliminating waste, incorporating the sustainability into business performance measures. Design/methodology/approach – The study used survey questionnaire method to collect data against 16 lean and green practices from 71 middle- to senior-level professionals belonging to Indian foundry industry. The survey instrument of lean and green practices was developed based on a number of sources from the literature and formal discussions with academicians and foundry industry professionals. The responses were received on a five-point Likert scale ranging from least applicable to most applicable. Exploratory factor and reliability analyses are conducted to obtain and validate constructs and measure each constructs Cronbach’s α (i.e. a consistency coefficient). The lean and green practices are categorized into the four constructs, namely, workplace organization practices, management practices, inventory control practices, and industrial manufacturing and quality improvement practices. Further, descriptive statistics is employed to find out the relative significance of lean and green practices. Findings – Factor and reliability analyses show that all four constructs are adequate and reliable to illustrate lean and green practices. Descriptive statistics indicates that lean and green practices are applicable for implementation to a certain extent in the foundry industry. Correlation analysis shows that lean practices are positively and moderately interrelated with green practices. Thus, the results present a strong evidence that lean and green practices are moderately applicable for implementation in the foundry industry. Originality/value – The paper provides insights into the applicability of lean and green practices implementation in the context of a developing country and presents evidence that lean and green practices are moderately applicable in the foundry industry. In addition, this paper is one of the few efforts to promote sustainable development within the industry.

PurposeThe purpose of this paper is to discuss a survival strategy for industry in recessionary time by means of lean principles and philosophies.Design/methodology/approachThe paper presents the views of the authors regarding the application of lean principles and philosophies to overcome recession, followed by interaction with industrial personnel about recession, its effects and prevention.FindingsRecessionary time is the time for industries to follow lean guidelines and to look in to their business chain from raw material to end customer in order to remove all types of waste.Originality/valueThe paper provides some real help as to how to survive in recession as there is little published research on this topic.

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