A Review of Problem Solving Capabilities in Lean Process Management

Abstract

Abstract:Human factor plays an important role in ensuring lean process management to be successful and provides good proposition for the success of the organization in the long run. One of the main elements of people is their problem solving capability in identifying and eliminating wastages. The purpose of this paper was to review problem solving capabilities in lean process management; and identifying the important factors and needs for lean process management. Beside that the paper also proposed the conceptual framework of people development system which can help organizations to enhance employees' capability in identifying and eliminating wastages continuously and effectively.

Lean Cooperation: A Framework

“…Lean cooperation in the aerospace industry also attracted our attention and will be further explored in this paper. However, being a people-centred approach, lean implementation on firm level always requires cooperation on individual level (Liker, 2004;Puvanasvaran et al, 2008). Thus, we understand inter-personal cooperation as another lean cooperation form.…”

Modeling and analyzing the impact of lean principles on organizational performance using ISM approach

“…I3: To minimize the resources losses from the unwanted transportation I4: To minimize the inventory wastages by controlling on all the business activities I5: To optimize the movement of men, material & machine in the manufacturing process. I6: To minimize the lead-time for production as well as purchasing I7: To provide the better understanding on overproduction in an organizations I8: Minimize the losses of resources caused by over-processing I9: Help in producing the defect free production I10: Helps in utilizing the full potential of its workforce to support the business activities I11: Helps in utilizing the space (Horizontally and Vertically) I12: Helps in providing the safest working conditions which has influence on business activities (Source: Katayama & Bennett, 1996;Emiliani, 1998;Achanga et al, 2006;Puvanasvaran et al, 2008;Olivella et al, 2008;Anand & Kodali, 2009a;Sharma & Threja, 2011;Rajenthirakumar, 2011;Kumar et al, 2014,15,16). Step 2: Development of contextual relationship among variables…”

Integration of Poka Yoke Into Process Failure Mode and Effect Analysis: A Case Study

“…Lean process focuses on cost reduction by eliminating non-value added activities, which are labelled as waste in every organization that either produces products or provides services (Puvanasvaran et al, 2008). Given this purpose, several actions are taken to ensure that integration concepts were emphasized on poka yoke and FMEA are compatible with and can be adapted to the production lines.…”