Criteria for a lean organisation: development of a lean assessment tool

Pakdil, Fatma; Leonard, Karen Moustafa

doi:10.1080/00207543.2013.879614

Cited by 156 publications

(153 citation statements)

References 67 publications

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“…Step 1: After calculating the V ijk , the Fuzzy positive ideal solution (FPIS) (I + ) and Fuzzy negative ideal solution (FNIS) (I -) are computed using equations (7) and (8).…”

Section: Methodsmentioning

confidence: 99%

“…Lean thinking which evolved in Japan is presently the best thinking for everyday improvement also termed as continuous improvement (Anand and Kodali, 2009). Lean production principles and methods, which has been one of the most dominant research areas in Operation Management (Shah and Ward, 2003), have proven to be one of the most effective methods for manufacturing and service organizations (Pakdil and Leonard, 2014). Anand and Kodali (2009) also identifies that the lean manufacturing approach is a more effective manufacturing technology as compared to the CIMS and traditional manufacturing systems.…”

Section: Introductionmentioning

confidence: 99%

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Comparative Study of Leanness Index Methods for Manufacturing Organizations

2017

IJAERD

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Abstract-The Purpose of this paper is to identify the leanness index of the organizations using multiple models.The leanness index of three SME's are identified using the predefined models.It is identified that the results obtained through these models are in line with each other. The case study has been conducted only by taking qualitative and benefit factor. Only SME's are selected for a case study.The comparative study between the three predefined models and development of proposed model followed by a real-world case study is the original contributions under this paper.

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“…Step 1: After calculating the V ijk , the Fuzzy positive ideal solution (FPIS) (I + ) and Fuzzy negative ideal solution (FNIS) (I -) are computed using equations (7) and (8).…”

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Comparative Study of Leanness Index Methods for Manufacturing Organizations

2017

IJAERD

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“…Some authors emphasize the need for a tool that could assess the effectiveness and efficiency of the LEAN concept in the entire organization. [5] Convenient situation is that we have results of similar research done in EU by Allied Consultants Europe [6] about level of implementation of LEAN in European industry.…”

Section: Introductionmentioning

confidence: 99%

“…In accordance with recommendations set forth in [5], the research tool is designed in compliance with Likert scale. Based on the results of distinguished surveys in the field, a simultaneous use of quantitative and qualitative approaches is proposed.…”

Section: Introductionmentioning

confidence: 99%

Lean System as the Basis of Business Excellence and Competitiveness of Local Organizations

BrkljaÄ

Beker

DeliÄ

et al. 2017

IJAQ

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This study is aimed to assess the organisational competitiveness, and readiness of our economy to compete in the open market, after accession to European Union. The concept of organisational competitiveness and business excellence is discussed and viewed through the implementation of LEAN practices. To assess the maturity of LEAN, over 200 organisations from various industries were included into the survey design. The questionnaire was used as a research instrument. In order to avoid the negative effect of a superior competition, it is necessary to help our organizations to reduce the difference between them and their main competitors in the European Union.The first step in a situation like this, has always been establishing the points of greatest differences and vulnerabilities of our economic organizations. The study shows the lack of awareness about some LEAN drivers. Such shortcomings might negatively impact the competitiveness of our economy, due to the fact that many of EU companies are heavily oriented towards the implementation of key LEAN concepts.

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“…Why is this? Prominent among the reasons cited is the intense focus on lean tools and techniques at the expense of the human side of lean management [3][4][5][6]. Employees often do not feel valued, even though they are the ones who are in the best position to offer suggestions for improving the efficiency of the work that they do [7].…”

Section: Introductionmentioning

confidence: 99%

Lean Implementation Strategies: How Are the Toyota Way Principles Addressed?

Coetzee

Merwe²,

Dyk

2016

SAJIE

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Lean manufacturing is widely considered to be a proven organisational improvement philosophy, yet the success rate of lean implementation in industry remains relatively low. Neglect of the human aspect of lean manufacturing is often cited as the leading reason for this, despite the emphasis so clearly placed upon this aspect by the creators of the lean philosophy. This article reviews the extent to which the human dimensions of the lean philosophy, as described in the Toyota Way management principles, have been incorporated in lean implementation strategies. It is found that few of the principles feature prominently in these strategies. Notably absent are those linked to the 'respect for people' pillar, which forms half of the Toyota Way's foundation. This conclusion indicates that the adoption of the lean philosophy runs contrary to the oft-repeated message from its creators that no tenet of the philosophy should be favoured at the expense of another. This may provide valuable insight into the reasons for the high implementation failure rate. OPSOMMINGAlhoewel lenige (lean) vervaardiging algemeen aanvaar word as 'n erkende filosofie vir organisatoriese verbetering, bly die implementeringsukseskoers relatief laag. Dit word dikwels toegeskryf aan die verwaarlosing van die menslike aspek, ten spyte van die klem wat die stigters van die lenige filosofie op hierdie aspek plaas. Hierdie artikel beskou die mate waartoe hierdie menslike aspekte van lenig, soos beskryf in die 'Toyota Way' bestuursbeginsels, vervat is in lenige implementering-strategieë. Daar is gevind dat baie min van die beginsels prominent in die strategieë verskyn. Dit is veral opvallend dat die beginsels wat verband hou met die 'respek vir mense' pilaar, afwesig is alhoewel hierdie pilaar die helfte van die 'Toyota Way' fondasie uitmaak. Die gevolgtrekking word gemaak dat lenige implementeringstrategieë in kontras is met die dikwels herhaalde boodskap van die stigters van die lenige filosofie, dat geen beginsels ten koste van ander uitgesonder mag word nie. Dit mag ook waardevolle insig gee tot die rede vir onsuksesvolle lenige implementering. .

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Criteria for a lean organisation: development of a lean assessment tool

Cited by 156 publications

References 67 publications

Comparative Study of Leanness Index Methods for Manufacturing Organizations

Comparative Study of Leanness Index Methods for Manufacturing Organizations

Lean System as the Basis of Business Excellence and Competitiveness of Local Organizations

Lean Implementation Strategies: How Are the Toyota Way Principles Addressed?

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