A framework for choosing among different lean-based improvement programs

Filho, Moacir Godinho; Barco, Clarissa Fullin

doi:10.1007/s00170-015-7181-4

Cited by 21 publications

(14 citation statements)

References 31 publications

(29 reference statements)

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“…From the 15 reviewed case studies, 5 focus on developed countries (Dora et al , 2016; Manfredsson, 2016; Longoni and Cagliano, 2015; Vlachos, 2015; Dowlatshahia and Tahamb, 2009) and 10 on developing countries (e.g. Azyan et al , 2017; Helleno et al , 2017; Panwar et al , 2017; Paredes and Godinho Filho, 2017; Godinho Filho and Barco, 2015; Kumar et al , 2015; Nallusamy et al , 2015; Saleeshya et al , 2015; Parmar and Thanki, 2014; Tortorella and Fogliatto, 2014).…”

Section: Literature Review Theoretical Background and Development Of Hypothesismentioning

confidence: 99%

Lean manufacturing implementation in regions with scarce resources

Negrão

Filho

Ganga

et al. 2019

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Purpose The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices. Design/methodology/approach A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil. Findings The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture. Originality/value There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

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Section: Literature Review Theoretical Background and Development Of Hypothesismentioning

confidence: 99%

Lean manufacturing implementation in regions with scarce resources

Negrão

Filho

Ganga

et al. 2019

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“…Nowadays, applying Lean Manufacturing (LM) philosophy (also known as lean production or simply lean) is recognised as one of the most important concepts that help companies to compete (Godinho Filho and Barco 2015). While lean practices originated in the automobile industry, implementation of various lean practices has been presenting a profound impact in a wide range of sectors, such as forging companies (Sahoo et al 2008), process industries (Abdulmalek and Rajgopal 2006), clothing (Sukwadi, Wee, and Yang 2013), hi-tech companies (Wang 2008), aviation/aerospace (Ehret and Cooke 2010;Kumar, Sharma, and Agarwal 2015), healthcare (Costa and Godinho Filho 2016;Henrique et al 2016), among many others.…”

Section: Introductionmentioning

confidence: 99%

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

Filho

Ganga

Gunasekaran

2016

International Journal of Production Research

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145

107

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The main objective of this paper is to investigate the degree to which lean manufacturing (LM) practices are being implemented within Brazilian small and medium enterprises (SMEs), by defining what LM means, in the view of SMEs in Brazil. In addition, the paper investigates the relationship between LM implementation and performance of such companies. The research method used in this paper comprised of an exploratory survey using the partial least-square method with the structural equation modelling technique (PLS-SEM). The results show that the companies studied used practices in a fragmented manner, without a holistic view of LM, which is considered to be one of the most important parts of this approach. Only the constructs of statistical process control, total productive maintenance and employee involvement are being implemented as an integrated approach for Brazilian SMEs. These companies do not take other important constructs such as customer involvement, continuous flow, pull production, set-up time reduction, supplier development and supplier feedback into consideration as part of LM systems, despite using some practices in a dispersed manner. Concerning performance, the present study shows that even in a fragmented way, the implementation of these LM practices help these companies to achieve improvement in operational performance.

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“…Thus, the time to adjust production would lose relevance for minimising the lead time. Such reasoning was not encountered in relevant papers regarding lead-time improvements (Filho and Barco, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…Likely values of the production improvements (Scenario 2.1, Table IV) have been assigned based on relevant lean manufacturing literature (Pavnaskar et al , 2003; Filho and Barco, 2015) and the case company managers’ experience. This approach is in line with the ‘Framework for choosing among different lean-based improvement programs’, where Filho and Barco (2015) propose to estimate the magnitude of possible improvements based on experiences of employees and the knowledge present in literature. This former study also considers lean improvements to progress in an exponential decay over time, which has been applied as well in the present research.…”

Section: Case Study Demonstration Of the Designed Methodologymentioning

confidence: 99%

“…Through the implementation of 5S to reduce the time workers spend looking for setup tools is one way to significantly reduce setup time and improve manufacturing cycle time (Omogbai and Salonitis, 2017) The model parameters are now adjusted to reproduce the situation of applying the above stated lean manufacturing improvements into the production system. Likely values of the production improvements (scenario 2.1, Table IV) have been assigned based on relevant lean manufacturing literature (Pavnaskar et al 2003;Filho and Barco 2015) and the case company managers' experience. This approach is in line with the 'Framework for choosing among different lean-based improvement programs', where Filho and Barco (2015) propose to estimate the magnitude of possible improvements based on experiences of employees and the knowledge present in literature.…”

Section: Scenario 2: Implementation Of Lean Manufacturing Practicesmentioning

confidence: 99%

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Analysis of lean manufacturing strategy using system dynamics modelling of a business model

Segura

Oleghe

Salonitis

2019

IJLSS

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Purpose -A system dynamics-based methodology is described for analysing the impact of lean manufacturing strategies on a company's business performance, using Business Model Canvas perspective. Design/methodology/approach -A case study approach is used to describe the methodology which consists of conceptualizing a system dynamics model on the basis of Business Model Canvas. The base system dynamics model is elaborated to include variables and concepts that consider the effects of lean manufacturing metrics on business performance. In the modelling experimentation, the lean manufacturing metrics are made to take on likely values one would expect if certain lean practices are initiated or improved. The experimental results provide one with the likely impact on business performance, if one were to improve lean manufacturing practices. Findings -The simulation results for the case study show that lean improvements, on the short-run, have a significant impact on business performance, but on the long-run, the impact is only marginal.Research implications/limitations -The described methodology provides one with a structured format for investigating the impact of lean practices on business performance. Although the developed system dynamics model was built with generality in mind, it remains to be reproduced in other settings to test its replicability Practical implications -The methodology enables an organization target which lean improvements to initiate based on their strategic impact on the business. Originality/value -Limited studies exist where system dynamics and business models are combined to test the strategic impact of lean manufacturing.

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A framework for choosing among different lean-based improvement programs

Cited by 21 publications

References 31 publications

Lean manufacturing implementation in regions with scarce resources

Lean manufacturing implementation in regions with scarce resources

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

Analysis of lean manufacturing strategy using system dynamics modelling of a business model

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