Development of Integrated Model for Managing Risk in Lean Manufacturing Implementation: A Case Study in an Indonesian Manufacturing Company

Widiasih, Wiwin; Karningsih, Putu Dana; Ciptomulyono, Udisubakti

doi:10.1016/j.promfg.2015.11.042

Cited by 28 publications

(31 citation statements)

References 12 publications

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“…The same test was made for aerospace industry, too. Engineers [66] implemented lean manufacturing to a company, which produces aerospace equipment in Indonesia. They defined risk as any event that may prevent any project or activity to achieve its objective.…”

Section: Implementation and Impact Of Lean Manufacturingmentioning

confidence: 99%

Lean manufacturing: Trends and implementation issues

Duraković

Demir²,

Abat³

et al. 2018

PEN

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Many manufacturing cost reduction initiatives have been introduced over past three decades including lean manufacturing. Waste reduction and efficiency improvement are the main objectives of this initiative. It is developed from a set of tools and techniques and can fit nicely in cost focus or cost leadership competitive advantage strategies. But, keeping competitive advantage under the market circumstances are getting harder with growth of production quantity and product diversity. Therefore, paper's focus is lean manufacturing implementation trends and issues within the various manufacturing sector. Successes and failures of implementation of lean manufacturing in some industries are discussed. It was found that lean principles are good source of competitive advantage, it is applicable for many industries and its expansion and discussion are significantly progressing. The biggest threat in implementing lean is lack of understanding the concept but those who engage consultants were more successful.

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Section: Implementation and Impact Of Lean Manufacturingmentioning

confidence: 99%

Lean manufacturing: Trends and implementation issues

Duraković

Demir²,

Abat³

et al. 2018

PEN

View full text Add to dashboard Cite

show abstract

“…This can be considered as a burden to Lean, since the waste in human intellectual is neglected easily. Some companies even use unqualified human-resources for production process, in order to cut down the production price, thus leads to the difficulty of LM employment (Widiasih, Karningsih and Ciptomulyono, 2015). In construction industry in Malaysia, the cheap cost of employment is reported as an encouraging factor for labor-intensive usage production method than innovative ones, creating more waste (CIDB MALAYSIA, 2008;Marhani, Jaapar and Bari, 2012).…”

Section: Labor Costmentioning

confidence: 99%

“…Meanwhile, the others in V4 focus more on prepare the logical thinking of workforce, what is the right sequence, the right method, root cause, etc. The most frequent reason for a project failure is the inability to deliver LM training material/knowledge to the employees, with the lack of a growth mindset (Widiasih, Karningsih and Ciptomulyono, 2015;Minh and Ha, 2016;Pearce, Pons and Neitzert, 2018). The lack of communication for knowledge and information can lead to the result that employee cannot feel the benefit directly of implementing LM, thus undermined personnel commitment, or lead to misunderstanding (Wong, Wong and Ali, 2009), (Lila, 2012) report the situation in Thailand automotive industry, that the level of understanding lean concepts positively depends on the education and experience of key employees.…”

Section: Awarenessmentioning

confidence: 99%

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A Model of Lean Management for Organizational Innovation: Cases in Visegrád and AFTA

Tran

Ghabour

Nguyen

et al. 2019

System Safety: Human - Technical Facility - Environment

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Originated as a production management philosophy, Lean Manufacturing has successfully transferred and implemented globally. Lean genealogy studies have been conducted, indicating the essential concept now evolves to Lean Management (LM), which is applicable to many branches of production and services management, viz quality and productivity, human resources, knowledge and technology, etc. Innovation has been made to ensure a smooth customization of knowledge and principles, tailored to each organization who is eager to implement this state-of-the-art management system. However, failures are becoming commonplace due to the lack of understanding the core values, and insufficient intensification of compensation for cultural differences. In this paper, cases of implementing LM across the Visegrád group (V4) and the ASEAN Free Trade Area (AFTA) from previous literature are taken into consideration. Factors that differentiate the characteristic of LM are brought to discussion. Therefore, the discovered gap between the two trade blocs urges the in-depth amendment and modification of employed concepts, tools, etc. A model is consequently elaborated, which aims at facilitate the managerial decision-making process regarding knowledge transfer of LM between V4 and AFTA, based on critical factors related to human, technology and culture, i.e. Labor cost, Manual requirement, Awareness, Continuous Improvement culture. This model can be used to predict the change should be made, or the criterion should be fulfilled to transfer the implementation and knowledge of LM effectively.

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“…The assessment for every item was in a Likert scale [30], because it is a popular method used for studying different aspects of the manufacturing industry, as in risks management in lean manufacturing implementation [31], the incremental contribution of lean management accounting practices [32], and the effects of manufacturing technologies and lean practices on manufacturing operational performance [33]. In this research, we relied on a fivepoint Likert scale to assess the importance of SMED activities.…”

Section: Survey Administrationmentioning

confidence: 99%

Interrelations among SMED Stages: A Causal Model

et al. 2017

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Mexico has received a lot of foreign investment that has brought in a wide range of novel production philosophies, such as Single Minute Exchange of Dies (SMED). Despite its popularity and reported effectiveness, Mexican companies often quit SMED implementation as they consider it challenging. This usually happens when organizations are not familiarized enough with each one of the SMED stages or do not know how they are interrelated. In this article the interrelations among the different SMED implementation stages by means of a structural equations model are analyzed. Data for constructing the model were gathered from a survey administered to 250 employees from the Mexican maquiladora industry. The survey assessed the importance of 14 activities belonging to the four SMED stages. The descriptive analyses of these stages were conducted and integrated into a structural equations model as latent variables, to find their level of dependency. The model was constructed using WarpPLS 5 software, and direct, indirect, and total effects among variables are analyzed and validated. Results from the model revealed that Stage 1 of SMED implementation, known as the Identification Stage, has both direct and indirect effects on all the other SMED stages, being the most important stage.

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Development of Integrated Model for Managing Risk in Lean Manufacturing Implementation: A Case Study in an Indonesian Manufacturing Company

Cited by 28 publications

References 12 publications

Lean manufacturing: Trends and implementation issues

Lean manufacturing: Trends and implementation issues

A Model of Lean Management for Organizational Innovation: Cases in Visegrád and AFTA

Interrelations among SMED Stages: A Causal Model

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