An integrated framework for lean manufacturing in relation with blue ocean manufacturing - A case study

Sadiq, Saba; Amjad, Muhammad Saad; Rafique, Muhammad Zeeshan; Hussain, Shafqat; Yasmeen, Uzma; Khan, Mohammad Aamir

doi:10.1016/j.jclepro.2020.123790

Cited by 22 publications

(15 citation statements)

References 46 publications

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“…The company where the study took place belongs to the metalworking industry, where the design and development of fluid control valves are carried out for the oil and gas industry, as well as for the pharmaceutical industry. Throughout the case study, several consulted articles were considered, namely the five LL principles [7,[97][98][99][100]. In this analysis, we selected ten Lean and Quality tools, which were expected to create an impact within a 3-month period.…”

Section: Methodsmentioning

confidence: 99%

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Rodrigues

Sá

Silva

et al. 2020

Systems

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The main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance/Equipment, Process/Products, Leadership/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company’s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees’ energies, which culminates in better operational efficiency and an increase in the employees’ overall positive perceptions of their company’s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible.

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Section: Methodsmentioning

confidence: 99%

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Rodrigues

Sá

Silva

et al. 2020

Systems

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“…Examples of the application of the Lean concept in many industries show an increase in work efficiency, which proves the legitimacy of using this methodology [7,8]. However, there is a real risk associated with the selection of the appropriate Lean instruments in the process of improving the enterprise [9,10,11,12].…”

Section: Lean Manufacturingmentioning

confidence: 99%

Implementation of Lean Instruments in Ceramics Industries

Ulewicz

Kleszcz²,

Ulewicz

2021

Management Systems in Production Engineering

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The article presents the results of the research on the level of implementation of Lean instruments in the ceramics industry. The research was carried out in ceramic factories in Poland and Germany. Based on the results obtained, the most commonly used Lean instruments in the ceramics industry were defined. The dependence of the use of Lean instruments on the size of the enterprise was also determined. It was established that the Lean activities undertaken in the ceramics industry are focused solely on the implementation of individual methods and tools, without a pre-defined goal. This approach in the ceramics industry is ineffective, but unfortunately it is most often used in the implementation of the Lean philosophy, especially in small ceramics enterprises.

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“…Methodology Description [30,31] IIoT Whole project lifecycle None [32] Industrial cyber-security Technical study None [33] All industrial fields Whole project lifecycle Detailed for managers [34] Data management in SMEs Whole project lifecycle Basic for practitioners [35] Innovative ICT technologies in industry Technical study Basic for managers [36,37] Innovative ICT technologies in industry Technical study Basic for practitioners [38,39] All industrial fields Technical study Basic for managers [40] Evolution of SMEs Whole project lifecycle Detailed for managers [41] Lean based organizations Whole project lifecycle Application specific…”

Section: Field Of Application Range Of Applicationmentioning

confidence: 99%

A Systematic Literature Review of Successful Implementation of Industry 4.0 Technologies in Companies: Synthesis of the IPSI Framework

Cardin¹

2021

Applied Sciences

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The Industry 4.0 paradigm refers to a large set of technologies that will transform the way that the manufacturing industry will perform. Nowadays, those technologies and the potential benefits they offer are not fully understood and mastered by companies, and the propagation of the associated concepts is slow. However, in the past few years, some successful implementations of Industry 4.0-compliant technologies have been seen emerging in the literature. A systematic literature study has been conducted to identify the suggested methodologies for successful implementations. Following this analysis, identified patterns are synthesized as an implementation framework denoted as IPSI (Identification–Preparation–Simulation–Implementation). This framework was synthesized so as to be used for the first implementation of technologies in a company, thus increasing the chances of acceptability of those technologies. Three case studies, concerning three different technologies in three different manufacturing fields, were chosen to be confronted by the framework and its validity on the global manufacturing field is discussed.

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An integrated framework for lean manufacturing in relation with blue ocean manufacturing - A case study

Cited by 22 publications

References 46 publications

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Implementation of Lean Instruments in Ceramics Industries

A Systematic Literature Review of Successful Implementation of Industry 4.0 Technologies in Companies: Synthesis of the IPSI Framework

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