Development of a framework for lean manufacturing systems

Gurumurthy, Anand; Kodali, Rambabu

doi:10.1504/ijsom.2009.025121

Cited by 71 publications

(74 citation statements)

References 47 publications

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“…Lean practices such as kaizen, job rotation and crossfunctional teams contribute to continuous improvements with constructive involvement of workers. A wide range of lean practices can be found in the extant literature (see Womack and Jones 1996;Shah and Ward 2003;Anand and Kodali 2009).…”

Section: Introductionmentioning

confidence: 99%

On the adoption of lean manufacturing principles in process industries

Panwar

Nepal

Jain

et al. 2015

Production Planning & Control

108

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Traditionally, the lean paradigm has been applied to discrete manufacturing of items that can be easily put together and taken apart. The process industry, on the other hand, transforms raw materials into cohesive units that are basically blended into a final product with parts that cannot be disassembled and then reassembled. The current lean literature provides numerous commendable examples of theory and practices of lean principles in discrete manufacturing. However, its application in process industry is limited. Furthermore, there is no systematic accounting of the lean literature in this sector, which may have contributed to lesser awareness in the industry. This paper provides a state-of-the-art review of lean manufacturing literature with respect to its applications in process industry. It contributes to the classification of literature in a manner which helps to identify strategies suitable for the adoption of lean concepts in process industry. The paper seeks to synthesise the literature with an emphasis on identifying the scope for lean in process industry and associated benefits. The review also presents an analysis of the lean tools and techniques that have been applied or have potential application in the process industry and the challenges to implement lean. We believe that such a comprehensive review will not only facilitate the adoption of lean in process industry but will also provide agenda for further research by exposing voids in the knowledge base.

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Section: Introductionmentioning

confidence: 99%

On the adoption of lean manufacturing principles in process industries

Panwar

Nepal

Jain

et al. 2015

Production Planning & Control

108

View full text Add to dashboard Cite

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“…Therefore, this paper investigates the level of readiness of the T-ASI to provide a good foundation for the implementation or sustainment of the LM philosophy by adapting a measurement framework developed by Al-Najem et al (2013). Various frameworks have been proposed in the literature to assess lean practices (Furlan et al, 2011;Shah and Ward, 2003;Mady, 2009;Anand and Kodali, 2009;Nordin et al, 2010;Goodson, 2002;Panizzolo, 1998;Gupta et al, 2013). However, Al-Najem et al's (2013) framework was selected as the most appropriate for this study as it evaluates lean readiness (LR) based on quality practices related to LM (i.e.…”

Section: Introductionmentioning

confidence: 99%

Measuring lean readiness through the understanding of quality practices in the Turkish automotive suppliers industry

Garza‐Reyes

Ates

Kumar

2015

International Journal of Productivity and Performance Management

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Purpose – The purpose of this paper is to present a study that evaluates the readiness level of the Turkish automotive suppliers industry (T-ASI) to provide a foundation for the successful implementation and/or sustainment of lean practices. Design/methodology/approach – The paper adapts an assessment framework developed by Al-Najem et al. (2013) to conduct the evaluation of the lean readiness (LR) of the T-ASI. Thus, the LR assessment is based on six quality practices related to lean manufacturing (LM), namely: processes; planning and control; human resources; top management and leadership; customer relations; and supplier relations. One research question and three hypotheses were formulated and tested using a combination of descriptive statistics and t-test and Levene’s tests. Data were collected through a survey questionnaire responded by 48 manufacturing organisations members of the Association of Automotive Parts and Components Manufacturers (TAYSAD). Findings – The results of the study revealed that the T-ASI has a high level of LR, especially in the areas of customer relations and top management and leadership while processes, planning and control and supplier relations still need to be enhanced. In addition, the study found that company size has no effect on the LR level of suppliers whereas supplier level and location of customers have. Practical implications – As the LR level of the T-ASI is measured, this research study increases the awareness of supplier companies with respect to complementary quality practices that support the implementation and/or sustainment of LM. Thus, managers can use this study as a platform to take better decisions regarding what quality aspects of their operations need to be enhanced to successfully deploy or sustain a lean strategy. Originality/value – This research is among the very few studies that have focused on evaluating how ready the T-ASI is to successfully implement or sustain lean practices. For this reason, this research expands the very limited existent body of knowledge of LM in the T-ASI.

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“…More recently, Hu et al [27] proposed a multi-objective model to support decision-making in the selection of a portfolio of lean implementation projects in manufacturing companies. Anand and Kodali [28] presented a reference framework comprising 65 lean elements or tools, classified by the competitive priorities of the organization. Amin and Karim [29] developed a method to quantitatively measure the performance of a manufacturing system, establish its state of maturity, and detect the causes of inefficiency to then, select appropriate lean strategies.…”

Section: Lean Tools Selectionmentioning

confidence: 99%

Lean Maintenance Applied to Improve Maintenance Efficiency in Thermoelectric Power Plants

2017

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Thermoelectric power plants consist of a set of critical equipment that require high levels of availability and reliability. Due to this, maintenance of these physical assets is gaining momentum in industry. Maintenance is considered as an activity that contributes to improving the availability, efficiency and productivity of each piece of equipment. Several techniques have been used to achieve greater efficiencies in maintenance, among which we can find the lean maintenance philosophy. Despite the wide diffusion of lean maintenance, there is no structured method that supports the prescription of lean tools applied to the maintenance function. This paper presents the experience gathered in two lean maintenance projects in thermoelectric power plants. The application of lean techniques was based on using a previously developed multicriterial decision making process that uses the Fuzzy Analytic Hierarchy Process (AHP) methodology to carry out a diagnosis and prescription tasks. That methodology allowed the prescription of the appropriated lean techniques to resolve the main deficiencies in maintenance function. The results of applying such lean tools show that important results can be obtained, making the maintenance function in thermoelectric power plants more efficient and lean.

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Development of a framework for lean manufacturing systems

Cited by 71 publications

References 47 publications

On the adoption of lean manufacturing principles in process industries

On the adoption of lean manufacturing principles in process industries

Measuring lean readiness through the understanding of quality practices in the Turkish automotive suppliers industry

Lean Maintenance Applied to Improve Maintenance Efficiency in Thermoelectric Power Plants

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