A Lean Assessment Tool Based on Systems Dynamics

Oleghe, Omogbai; Salonitis, Konstantinos

doi:10.1016/j.procir.2016.04.169

Cited by 26 publications

(25 citation statements)

References 11 publications

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“…Data are not always easy to collect. Not all lean practices can be measured with quantitative lean attributes (Omogbai & Salonitis 2016).…”

Section: Weaknessmentioning

confidence: 99%

“…According to Omogbai & Salonitis (2016), lean attributes are either quantitative or qualitative Table 1.1 shows both types and highlights their strengths and weakness. Quantitative lean index Benchmarking (Ray et al 2006) Balanced scorecard (BSC) (Seyedhosseini et al 2011) Value stream mapping (Abdulmalek & Rajgopal 2007) Lean self-assessment tool (LESAT) (Nightingale & JH.…”

Section: Introductionmentioning

confidence: 99%

“…Qualitative lean attributes can be generated for most lean practices. The use of linguistic terms ("high" or "low") to rate performance makes them easy to manage (Omogbai & Salonitis 2016).…”

Section: Introductionmentioning

confidence: 99%

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Assessing the leanness of a supply chain using multi-grade fuzzy logic: a health-care case study

Almutairi

Salonitis

Al-Ashaab

2019

IJLSS

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Purpose Numerous and diverse organizations have implemented lean principles and practices, which concentrate on improving the efficiency of business processes by reducing cost, waste, consumptions and effort. However, previous assessments have not focused on the leanness of the supply chain in a health-care setting. This paper aims to introduce a method for assessing the successful implementation of lean principles and tools in a supply chain. Furthermore, this paper validates the method in a health-care organization. Design/methodology/approach This paper starts with an extensive literature review on assessing leanness and using multi-grade fuzzy logic. Then, a conceptual model was developed to measure leanness. The conceptual model was validated by discussing the initial version with select academic experts, especially those who deal with leanness in health-care organizations. After responding to the experts’ valuable comments, the health-care organization that is the focus of this case study was chosen based on two criteria. The first criterion was the organization’s ability to participate in the study, and the second was the organization’s commitment to implementing lean principles. These criteria were important to ensure the organization had the necessary foundation for implementing change initiatives such as lean process improvements. Next, a multi-grade (multi-attributes) fuzzy logic was used for leanness measurement. A leanness index was calculated, and the results were validated using experts from the case study organization. Finally, the weaker areas of the organization’s processes were identified to point the way for further improvements. Findings The assessment indicated that the case study organization is not lean. The organization’s weaker attributes were identified, and improvements have been suggested. Research limitations/implications This study focused on a single health-care organization, which was selected from a limited pool of potential organizations, namely, organizations which are accredited by both the Saudi Central Board for Accreditation of Healthcare Institutions and the Joint Commission International. The scope of future research should be extended to multi-case studies to enhance the findings presented in this paper. This paper’s findings can be used to help decision-makers at health-care providers to implement lean thinking in supply chain processes. Practical implications This research may be interest to practicing supply chain managers, as it proposes what enablers, factors and attributes should be emphasized in lean implementation. The proposed model can work as an assessment tool to identify the gap between the present level of leanness and the desired leanness state so the health-care organization can identify what can be improved. This model enables decision-makers in hospital supply chain to take suitable actions for improving lean implementation level. Originality/value This study makes an original contribution to the body of research concerning lean principles; the study developed a conceptual model for leanness assessment that can be applied to the supply chain of health-care organizations. Indeed, the conceptual model is likely to be useful for assessing leanness outside of the health-care field, which suggests avenues for future research.

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“…Data are not always easy to collect. Not all lean practices can be measured with quantitative lean attributes (Omogbai & Salonitis 2016).…”

Section: Weaknessmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Assessing the leanness of a supply chain using multi-grade fuzzy logic: a health-care case study

Almutairi

Salonitis

Al-Ashaab

2019

IJLSS

Self Cite

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“…Manufacturing Flexibility (Ali and Deif, 2016); defect rate for Quality Management (Omogbai and Salonitis, 2016) and manufacturing cycle time for Kanban (Roth and Franchetti, 2010) A number of tools and methods have been promoted for investigating lean manufacturing and its performance (Oleghe and Salonitis, 2018). Topmost are those that guide one through various stages in a lean transformation journey such as the Lean Enterprise Self-Assessment Tool (LAI, 2012).…”

Section: Assessing the Impact Of Lean Manufacturingmentioning

confidence: 99%

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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“…This method helps managers to identify the level of development achieved and to show where there is still backlog. The LAT examines several aspects of the implementation, it studies the following areas: the VSM (value stream mapping), the JIT (just in time) and the quality system [3].When introducing the lean, it is important to be in addition to the heavily developed areas to improve the underdeveloped departments. To measure the steps of transformation from a traditional organization toward a lean organization, there are many points of view and new research is emerging from day to day.…”

Section: Evaluating Lean Implementation At the Companymentioning

confidence: 99%

Introduction of Lean Management at NAGÉV RÁCS Ltd

Kovács¹,

Pakurár²

2018

JTTE

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Introducing lean management enterprises can improve significantly the efficiency of logistics and supply chain management and their profitability. The study discusses, using the results of a survey, the experiences and lessons learned from the implementation of lean management at NAGÉV RÁCS Ltd. At the beginning (March 2016) lean improvement assessment was performed, then lean development program was planned which effect was measured later (October 2016). Fifteen areas of the lean progression were quantified and analyzed during the time period identifying new aims and suggestions for the future.

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A Lean Assessment Tool Based on Systems Dynamics

Cited by 26 publications

References 11 publications

Assessing the leanness of a supply chain using multi-grade fuzzy logic: a health-care case study

Assessing the leanness of a supply chain using multi-grade fuzzy logic: a health-care case study

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

Introduction of Lean Management at NAGÉV RÁCS Ltd

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