Implementation of Lean Production in Small Sized Enterprises

Matt, Dominik T.; Rauch, Erwin

doi:10.1016/j.procir.2013.09.072

Cited by 92 publications

(59 citation statements)

References 11 publications

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“…The practice has shown that the methods and instruments of LM are not equally applicable in large and small enterprises [15]. LM can be easiliy applied in enterprises which have adopted a quality system and regularly use tools and techniques of quality management.…”

Section: Lean Manufacturing In Smesmentioning

confidence: 99%

Applicability of the lean concept to the management of small-scale manufacturing enterprises in Serbia

et al. 2017

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Section: Lean Manufacturing In Smesmentioning

confidence: 99%

Applicability of the lean concept to the management of small-scale manufacturing enterprises in Serbia

et al. 2017

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“…The condition for the proper course of the transformation process is their appropriate grouping, establishing mutual relations and the use of results of analyses carried out. The basic instruments for building an efficient organisation that uses LEAN management include (Walentynowicz, 2016;Matt and Rauch, 2013;Czerska, 2014;Rose et al, 2009;Kleszcz, et al, 2013):…”

Section: Tools and Techniquesmentioning

confidence: 99%

LEAN Production issues in the organization of the company - the first stage

Mazur

Momeni

2018

Production Engineering Archives

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Today’s market determinants and most importantly, very dynamically changing customer requirements significantly shortened the product life cycle. This situation reflects in companies by common extension of the assortment offered and personalised serial production. The result of a flexible approach to market changes is the implementation of LEAN concept, which, both in terms of management and production aims to develop efficiency within an organisation, which will then enable quick and dynamic response to changes in the environment. The popularity of LEAN concept (in management and production) among managers comes from its universality and a wide range of instruments used to maximise the use of existing potential. The main assumptions of LEAN concept are aimed at the maximum use of an organisation’s resources, defining the activities necessary to execute an order and identifying the areas generating losses and then minimising them and eventually eliminating. LEAN concept is based on flagship-main tools for identification and modernisation of processes, the difficulty in using them results from the need to recognise and select the most effective ones that meet the expectations of a given organisation. The article presents issues related to the first stage of implementing LEAN concept in a company’s structures, i.e. identification of opportunities and selection of appropriate tools.

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“…In the work of Rose et al (2011), the authors argued that SMEs should go in for least costly tools, which is well within their capacity. In other work, such as Matt and Rauch (2013), it was suggested that SMEs should use principles declared to be suitable for them. However, in most cases the use of isolated practices leads to a failure of lean implementation (Lathin and Mitchell 2001).…”

Section: Introductionmentioning

confidence: 99%

Conceptual Framework for Capability and Capacity Building of SMEs for Lean Construction Adoption

Ankomah¹,

Ayarkwa²,

Agyekum³

2018

26th Annual Conference of the International Group for Lean Construction

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Lean construction (LC) is a production system with the potential to deliver exceptional performance within any organisation. LC is possible solution to the many problems faced by construction Small and Medium Enterprises (SMEs). However, Construction SMEs lack the needed resources which constraint their lean implementation efforts. A conceptual framework for capability and capacity building of Construction SMEs is developed based on the Toyota Way model. This research was conducted using systematic review of literature. The review suggests there is the need to build the capability and capacity of SMEs to fully adopt the LC philosophy. SMEs provide a challenging context for the implementation of LC due to their lack of the needed resources.The outcome of this study is to focus attention on building the capability and capacity of Construction SMEs to fully adopt LC. This will help reduce the incidence of high failure rates of LC implementation recorded amongst SMEs. Previous works have concentrated on what SMEs can and should do within their limited capacity. However, the use of the isolated tools and practices fail because lean is a system that has to be implemented holistically. A conceptual framework for building the capability and capacity of SMEs for LC adoption is therefore proposed.

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Implementation of Lean Production in Small Sized Enterprises

Cited by 92 publications

References 11 publications

Applicability of the lean concept to the management of small-scale manufacturing enterprises in Serbia

Applicability of the lean concept to the management of small-scale manufacturing enterprises in Serbia

LEAN Production issues in the organization of the company - the first stage

Conceptual Framework for Capability and Capacity Building of SMEs for Lean Construction Adoption

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