An Instrument for Measuring the Degree of Lean Implementation in Manufacturing

Abstract

Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding 'lean' and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of 'lean' literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding 'lean' and measuring the degree of lean implementation within existing manufacturing systems.

The Effect of Lean Manufacturing on a Supply Chain Relationship and Performance

“…Shah [48] categorized LM into four dimensions: Just in time, total productive maintenance, total quality management, and human resource management. Herzog [68] proposed LM elements that include value concepts and customers, value stream mapping, waste elimination, pull/kanban and flow, just in time, productive maintenance, employee involvement, and development of excellent suppliers. Zahraee [69] found that processes and equipment, planning and control, human resources, supplier relationships, and customer relations are significant practices for LM.…”

Applicability of the lean concept to the management of small-scale manufacturing enterprises in Serbia

“…A well-known study of Francis and White [8] shows that 20 -50 % of the total manufacturing operation costs represents the materials handling activities. Lean management offers a systematic approach for analyzing and eliminating losses in the manufacturing process leading to an increase in production flexibility [9].…”

Analyzing the Effects of Tactical Dependence for Business Process Reengineering and Optimization

“…The tactical dependencies of BPR arise during the implementation phase and could either increase the efficiency or create obstacles [4,5]. Different methodologies of BPR reveal that some degrees of dependency exist in every step and substep of a reengineering process [1,[30][31][32][33][34][35][36][37][38]. The dependence issues can drive the BPR effort towards success or failure [39].…”

“…For example, the PADM framework does not incorporate process evaluation but uses the strategic business context to design the reengineered model. In the existing BPR models, the improvement of the procedure is the main focus, and the key performance indicators are improved incrementally [30][31][32][33][34][35][36][37][38]. However, the identification and integration of dependence issues can result in a better outcome.…”