Development of framework for sustainable Lean implementation: an ISM approach

Jadhav, J. R.; Mantha, S. S.; Rane, Santosh B.

doi:10.1007/s40092-014-0072-8

Cited by 82 publications

(52 citation statements)

References 115 publications

(80 reference statements)

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“…ISM has been used by researchers for understanding direct and indirect relationships among various variables in different industries (Jadhav et al 2014b(Jadhav et al , 2015a. ISM is a tool which permits identification of structure within a system (Jadhav et al 2014a;Kumar et al 2013a, b;Raj et al 2010;Rajesh et al 2007;Solanki and Choudhary 2014). ISM is used for identifying and summarizing the relationship amongst the variables related to an issue or problem by developing a well-defined model (Alawamleh and Popplewell 2011;Attri et al 2013;Charan et al 2008;Eswarlal et al 2011;Faisal 2010;George and Pramod 2014;Kannan et al 2008;Ravi and Shankar 2005).…”

Section: Interpretive Structural Modelling (Ism)mentioning

confidence: 99%

“…The MICMAC principle is based on multiplication properties of matrices (Mudgal et al 2010;Sharma et al 1995;Jadhav et al 2014a). The objective of MICMAC analysis is to analyse driving power and dependence of the variables (Faisal et al 2006;Mandal and Deshmukh 1994;Jadhav et al 2014a). Higher driving power indicates that the barrier highly influences other barriers.…”

Section: Micmac Analysismentioning

confidence: 99%

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Analysis of interactions among barriers in project risk management

et al. 2017

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In the context of the scope, time, cost, and quality constraints, failure is not uncommon in project management. While small projects have 70% chances of success, large projects virtually have no chance of meeting the quadruple constraints. While there is no dearth of research on project risk management, the manifestation of barriers to project risk management is a less dwelt topic. The success of project management is oftentimes based on the understanding of barriers to effective risk management, application of appropriate risk management methodology, proactive leadership to avoid barriers, workers' attitude, adequate resources, organizational culture, and involvement of top management. This paper represents various risk categories and barriers to risk management in domestic and international projects through literature survey and feedback from project professionals. After analysing the various modelling methods used in project risk management literature, interpretive structural modelling (ISM) and MICMAC analysis have been used to analyse interactions among the barriers and prioritize them. The analysis indicates that lack of top management support, lack of formal training, and lack of addressing cultural differences are the high priority barriers, among many others.

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Section: Interpretive Structural Modelling (Ism)mentioning

confidence: 99%

Section: Micmac Analysismentioning

confidence: 99%

Analysis of interactions among barriers in project risk management

et al. 2017

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“…Farris and Sage (1975); Sage and Smith (1977); Sage (1977) contributed to the development and application of the ISM methodology for a variety of purposes-especially those concerned with decision analysis/ making (Jadhav et al, 2014). According to Bouzon et al (2015), the main notion of ISM is to use experts' experience and knowledge to frame a complicated system into several sub-systems and construct a multilevel structural model.…”

Section: Ism Methodsmentioning

confidence: 99%

An ISM approach for analyzing the factors in technology transfer

Mazdeh¹,

Shafia²,

Bandarian³

et al. 2015

10.5267/j.dsl

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Technology transfer, from research and technology organizations (RTOs) toward local industries, is considered as one of important and significant strategies for countries' industrial development. In addition to recover the enormous costs of research and development for RTOs, successful technology transfer from RTOs toward local firms forms technological foundations and develops the ability to enhance the competitiveness of firms. Better understanding of factors influencing process of technology transfer helps RTOs and local firms prioritize and manage their resources in an effective and efficient way to maximize the success of technology transfer. This paper aims to identify important effective factors in technology transfer from Iranian RTOs and provides a comprehensive model, which indicate the interactions of these factors. In this regard, first, research background is reviewed and Cummings and Teng's model Engineering and Technology Management,, 39-68.] was selected as the basic model in this study and it was modified through suggesting new factors identified from literature of inter-organizational knowledge and technology transfer and finally a Delphi method was applied for validation of modified model. Then, research conducted used Interpretive Structural Modeling (ISM) to evaluate the relationship between the factors of final proposed model. Results indicate that there were twelve factors influencing on technology transfer process from Iranian RTOs to local firms and also the intensity of absorption capability in transferee could influence on the intensity of desorption capability in transferor.Growing Science Ltd. All rights reserved. 5

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“…It is now widely recognized that organizations that have mastered lean manufacturing methods have substantial cost and quality advantages over those who still practicing traditional mass production [17]. A frame work has been developed for sustainable Lean implementation by JadhavJR, Mantha SS and Santhose RB [18]. Lean manufacturing combines the best features of both mass production and craft production, the ability to reduce costs per unit and dramatically improve quality while at the same time providing an ever wider range of products and more challenging work [13].…”

Section: Literature Reviewmentioning

confidence: 99%

Implementation of lean manufacturing and lean audit system in an auto parts manufacturing industry – an industrial case study

Dhiravidamani¹,

Ramkumar

Ponnambalam

et al. 2017

International Journal of Computer Integrated Manufacturing

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Lean manufacturing is one of the innovative manufacturing concepts being applied in many industries to avoid the wastages of resources and improving the quality of products and help the company to become more effective and productive. It also focuses on continuous improvements with the total involvement of all employees with optimum utilization of man power and machine by reducing idle time and reducing lead time with help of lean tools like value stream mapping and kaizen. This paper presents a case study carried out in a foundry division of an auto parts manufacturing industry, where lean tools are implemented for the defect reduction and productivity improvement. In this paper, a conceptualized implementation of total productive maintenance practices of lean tools: Kaizen or continuous improvement and value stream map in an auto parts industry are presented. The result shows improved performance in terms of average core rejections, sand leakage and air lock problem.

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Development of framework for sustainable Lean implementation: an ISM approach

Cited by 82 publications

References 115 publications

Analysis of interactions among barriers in project risk management

Analysis of interactions among barriers in project risk management

An ISM approach for analyzing the factors in technology transfer

Implementation of lean manufacturing and lean audit system in an auto parts manufacturing industry – an industrial case study

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