Adoption of Integrated Lean-Green-Agile Strategies for Modern Manufacturing Systems

Mittal, Varinder Kumar; Sindhwani, Rahul; Kalsariya, Vivek; Salroo, Faizan; Sangwan, Kuldip Singh; Singh, Punj Lata

doi:10.1016/j.procir.2016.11.189

Cited by 58 publications

(46 citation statements)

References 33 publications

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“…The enablers used in the model include details of containing tools and techniques such as JIT, supplier development, customer response, cellular manufacturing, workforce leanness, technology up-gradation and manufacturing strategy leanness. Mittal et al (2017) used a similar approach to prioritise enablers and merge employee involvement, cooperation, teamwork and decision-making capability amongst employees coalesce into a single enabler called human resource management. Elimination of all forms of waste, which includes defects in work and all non-value added activities related to production were also considered as lean enablers (Azevedo et al, 2012;Das, 2018;Womack and Jones, 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

Interdependency analysis of lean manufacturing practices in case of Bulgarian SMEs: interpretive structural modelling and interpretive ranking modelling approach

Prasad

Baltov

Rao

et al. 2020

IJLSS

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Purpose The paper aims to analyse the contextual relationship and dependency amongst enablers for lean manufacturing implementation in Bulgarian small and medium-sized enterprises (SMEs). Design/methodology/approach In this study, the interpretive structural modelling (ISM) technique was used to develop a hierarchical structural model for enablers. Also, the interpretive ranking process (IRP) was used to analyse and rank enablers with reference to performance variables. For the ISM approach, a structural self- integration matrix was developed with the help of experts’ suggestions and opinions. Cross-impact matrix multiplication applied to classification (MICMAC) analysis was used to analyse the relationship amongst enablers. A total of nine experts were chosen for collecting the primary data in which seven experts belong to the industry and two experts were academicians. The dominant relationship amongst the enablers was analysed through IRP modelling. Findings A total of 11 enablers were identified for the purpose of this study. The model shows that “leadership and commitment by management”, “human resource management”, “customer relation management”, “supplier relation management” and “information technology system” are the most significant enablers for lean implementation in Bulgarian SMEs as these are positioned at the bottom levels in ISM model. MICMAC analysis shows that five enablers fall in the independent factor, two enablers in linkage factor and four enablers in the dependant factor while there is no enabler in the autonomous factor. ISM and IRP models show that “continuous improvement” is an essential enabler for the successful implementation of lean in Bulgarian SMEs. This study also helps to explain the comparative analysis of ISM and IRP, which indicates that IRP is a more robust modelling approach than ISM, as it incorporates the relationship of enablers with performance variables. Research limitations/implications ISM and IRP modelling approaches are based solely on expert opinions and responses. This limitation can be overcome with the help of empirical study. Practical implications This study supports the professionals/experts to prioritise and manage enablers at strategic and tactical levels while implementing lean manufacturing practices in Bulgarian SMEs. The models developed in the study will be helpful for practitioners to understand and analyse the interdependence of enablers for lean manufacturing implementation. Originality/value This study helps to identify and prioritise enablers that affect lean manufacturing adoption using ISM and IRP approaches. Literature shows that numerous authors have used the ISM approach but the use of IRP approach is limited. The models were developed in the study, totally dependent on data collected from the experts to ensure their real-life validity.

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Section: Literature Reviewmentioning

confidence: 99%

Interdependency analysis of lean manufacturing practices in case of Bulgarian SMEs: interpretive structural modelling and interpretive ranking modelling approach

Prasad

Baltov

Rao

et al. 2020

IJLSS

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“…Previously, there has been major focus on individual paradigms or combined paradigms. Mittal et al [31] has presented 10 enablers on LGAM (Lean-Green-Agile Manufacturing) for strategic fortification in view of sustainable performance. Similarly, Verrier et al [32] provides lean indicators, green indicators and green intensions indicators in a framework to provide strategic solutions for firms to cope their lean and green performance.…”

Section: A State Of Art Literature Review On Larg Implementationmentioning

confidence: 99%

A Lean Agile Resilient Green Implementation and Technology Utilization: A New Vision in Technology Adoption

Rafique

Qureshi

Malkana

et al. 2020

Mehran Univ. res. j. eng. technol.

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Lean Manufacturing is always important for process improvement in manufacturing industries especially in deem of adoption but the implementation of simple lean is not enough to attain required results. A recent trend has been observed regarding the implementation of strategies like Lean, Agile, Resilient and Green (LARG) in combination to attain fruitful results. However, this combination carries a complication regarding its understanding and implementation and a gap observed regarding the availability of literature study that can cope all these strategies on one platform for understanding and can suggest a proper implementation method. It has been observed that there are some new models that are utilizing electronic configurations to provide powerful platform for process improvements. Utilization of LARG as tool or technique in combination of technologies can be very effective for process improvements. Therefore, this current work emphasis on the combining of LARG along with wireless technologies for obtaining a sustainable improvement in manufacturing sector, which seems unavailable. Based on this ideology, the aim of this research is to conduct a systematic literature study that reviews the previously available LARG research with the objectives to first study the LARG combination for understanding and to develop the interrelation between LARG and previous available technologies for its successful implementation. The literature study results that the LARG combination has many benefits like helpful to attain elimination of non-value activities (lean), responsive to the changing demands of customers as per increasing volatile market (agile), responsive to the unexpected disruptions (resilient) and to adopt environmental protection (green) but typically lacks its utilization with modern technologies (Like RFID) that will be helpful to attain successful implementation. The contribution of this study is the next generation in LARG implementation to emphasis more on the combining of LARG implementation with utilization of modern technologies

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“…In several journals, 29 lean, green, and agile enablers, and 23 barriers have been identified. For lean enablers, 7 enablers were identified; (E1) supplier involvement, (E2) top management commitment, (E3) human resource management, (E4) supplier feedback, (E5) supplier development, (E6) customer involvement, and (E7) employee involvement [5], [6 ] For green enablers, 4 enablers are identified; (E8) resource efficiency, (E9) resource optimization, (E10) product life cycle management, and (E11) information technology integration [7]. Finally, for the agile enablers, 18 enablers were identified; (E12) flexible workforce, (E13) flexible workplace, (E14) customer focus, (E15) customer feedback system, (E16) adaptability, (E17) product and process automation, (E18) supply chain integration, (E19) core competency, (E20) devolution of authority, (E21) information visibility and transparency, (E22) manufacturing management, (E23) customer relationship management, (E24) supplier relationship management, (E25) human resource management, (E26) customer prosperity , (E27) people and information, (E28) co-operation, and (E29) fitness for change [8] [9].…”

Section: Enablers and Barriersmentioning

confidence: 99%

Integration of Analytical Hierarchy Process and Vikor to Achieve a Sustainable Manufacturing System

Dwimas

2019

JEMIS

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Sustainability concept often used by big companies to help them sustain through the uncertainty of industrial's scene. This research aims to design a precise guideline of how to implement sustainability concept by considering economic, environment, and social aspect as the main components of sustainability. Lean, green, and agile manufacturing will represent each aspect and will be used as primary indicators to contrive the concept's guideline. VIKOR analysis was used to assign enablers and barriers of each indicator. This research was conducted at PT. XYZ Tbk, one of the national leading company in producing timber products such as plywood, fiberboard, and blockboard. As a result, this research proposed several alternative strategies based on selected enablers and barriers. The selected enablers are employee involvement, core competency, people and information, resource efficiency, and the selected barriers are lack of knowledge about lean, high short-term cost, power shortage, and lack of awareness.

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Adoption of Integrated Lean-Green-Agile Strategies for Modern Manufacturing Systems

Cited by 58 publications

References 33 publications

Interdependency analysis of lean manufacturing practices in case of Bulgarian SMEs: interpretive structural modelling and interpretive ranking modelling approach

Interdependency analysis of lean manufacturing practices in case of Bulgarian SMEs: interpretive structural modelling and interpretive ranking modelling approach

A Lean Agile Resilient Green Implementation and Technology Utilization: A New Vision in Technology Adoption

Integration of Analytical Hierarchy Process and Vikor to Achieve a Sustainable Manufacturing System

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