Enhancing Competitiveness Through Innovative Lean Manufacturing (In Cases of Ethiopian Metal and Steel Industries)

Tilahun, Shimelis; Berhan, Eshetie; Kitaw, Daniel

doi:10.24874/pes02.03.004

Cited by 2 publications

(9 citation statements)

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“…Thus, this research will provide an associated result by identifying the most widely found practices of the stated CI programs in literatures. For this case, these most extensively quoted practices of the programs can be divided into unique techniques or practices to all programs separately, and drivers (or social and technical factors or common practices or CSFs) to all the programs as used in (Lopes et al, 2022;Sisay et al, 2021;Dametew et al, 2020;Sahoo and Yadav, 2020;Tilahun et al, 2020;Phan et al, 2019;Hailu et al, 2018a;Masudin and Kamara, 2018;Khamkham, 2017;Tesfaye and Kitaw, 2017;Getachew et al, 2017;Dametew et al, 2017;Nandurkar et al, 2014;Cua et al, 2001).…”

Section: Existing Integrated Kaizen Philosophy Frameworkmentioning

confidence: 99%

“…Other authors (Tilahun et al , 2020) selected the most four critical problems of Ethiopian metal and steel industries (i.e. skill shortage, adoption new technology, labor productivity and product quality, and management commitment) and proposed innovative leanness conceptual frameworks and suggestions for further improvement.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For example, JIT, setup reduction, TPM and 5s are identified as LM unique techniques by Abdullah (2003), AVCI (2016), Deepak Kumar et al (2014), El-Sharief (2013), Hamed (2014), Tourki (2010). In addition to this, other authors (Tilahun et al , 2020) also considered some other LM unique techniques, such as, VSM, standard operation, Single Minute Exchange of Dies (SMED), production smoothing, Kanban, SPC, OEE and 5MQS (man, material, method, machine and management, quality and safety).…”

Section: Literature Reviewmentioning

confidence: 99%

“…organization, Institution and Government). Previous study conducted by Tilahun et al (2020) identified the roles of the triple helix actors in implementation of continuous improvement. For example, strong diagnosis and guidance system from government, commitment and initiatives from organization/industry, and trainings and follow-ups from institution.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Besides, the study does not develop an execution procedure to practice the proposed integrated framework. Similarly, Tilahun et al (2020) also investigated and identified the most four critical problems faced by Ethiopian metal and steel industries in implementing innovative lean manufacturing, such as, shortage of skill, adoption of new technology, labor productivity and product quality, and management commitment. As a result, the authors proposed a conceptual frameworks and suggestions to tackle the critical gaps.…”

Section: Introductionmentioning

confidence: 99%

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Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Berhe

Gebremichael

Beyene

2023

IJQRM

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PurposeExisting conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.Design/methodology/approachThe study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.FindingsThe research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M2 free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.Research limitations/implicationsAll data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.Practical implicationsThis work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.Originality/valueSo far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

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Section: Existing Integrated Kaizen Philosophy Frameworkmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Berhe

Gebremichael

Beyene

2023

IJQRM

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Lean Production Principle for Improving Productivity: Empirical Case Study in Garment Industry in Ethiopia

2024

jjmie

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Lean production has been industrialized in manufacturing industry in the Global North on account of delivering quality products. The industry in the Global South on the other hand is facing problems that could easily be minimized using the production principle. This paper is organized to adapt lean production for improving productivity of garment industry in Ethiopia. The target is to alleviate variety between company's productivity and customer demand. Shop floor visit, questionnaire survey, and focus group discussion-based data mining approaches have been used for this purpose. The qualitative part was used to map out baseline data of existing manufacturing process whereas the quantitative part was aimed to construct empirical findings obtained from qualitative organization. Aggregate results accordingly show that there are substantial lean wastes such as longer lead time, high WIP inventory, longer routes, and unutilized resources. It has been meanwhile renown that if appropriate lean production tools have framed and implemented, the impact of these wastes could meaningfully be minimized and a smooth process flow can be ensured. For instance, a lead time for a single round neck t-shirt in the case study has shown an improvement of 18.3% and a 3.9% improvement of resource utilization.

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Enhancing Competitiveness Through Innovative Lean Manufacturing (In Cases of Ethiopian Metal and Steel Industries)

Cited by 2 publications

References 0 publications

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Lean Production Principle for Improving Productivity: Empirical Case Study in Garment Industry in Ethiopia

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