Implementing Digitalised Lean Manufacturing Training in a UK Engine Manufacturing Centre During the SARS-CoV2 Pandemic of 2020

McKie, Martin; Jones, Ruth; Miles, Jamie; Jones, Ian Rees

doi:10.1016/j.promfg.2021.10.078

Cited by 3 publications

(6 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, Practical Problem Solving (PPS) is a detailed problem-solving methodology used when CCAR and Level Zero have not identified the root cause. At the EPMC, this is the 3 staged approach to problem-solving [7,19] • 5S -Seiri (organisation), Seiton (neatness), Seiso (cleanliness), Seiketsu (standardisation), and Shitsuke (discipline) [13,14]. In JLR's EPMC, this process is referred to as Sort, Set, Shine, Standardise, and Sustain and supports standardise working.…”

Section: Workflowmentioning

confidence: 99%

“…In JLR's EPMC, this process is referred to as Sort, Set, Shine, Standardise, and Sustain and supports standardise working. • Kaizen -Is a Japanese term pertaining to "continuous improvement" or "change for the better" and is a hypothesis for a management philosophy based on a set of values and principles [17][18][19]: top management commitment and leadership, focus on process; Gemba improvement management; non-blaming and non-judgmental methodology; people's participation; standardisation; constancy; discipline; investigation; examination skills; and systemic reflection [19]. At JLR's EPMC, Kaizen is established and utilised throughout the workforce.…”

Section: Workflowmentioning

confidence: 99%

“…At JLR's EPMC, Kaizen is established and utilised throughout the workforce. There is a monthly recognition event for the best kaizens implemented in the previous month [7,16,19]. • Process Confirmation -This is an established coaching methodology on a peer-to-peer basis.…”

Section: Workflowmentioning

confidence: 99%

“…• Process Confirmation -This is an established coaching methodology on a peer-to-peer basis. It is designed to highlight the significance of the various production systems utilised at the EPMC [7,16,19]. • Team Improvement Circles (TIC) -TIC is a time-bound team activity.…”

Section: Workflowmentioning

confidence: 99%

“…• Team Improvement Circles (TIC) -TIC is a time-bound team activity. It involves following a 10-step problem-solving methodology [7,19]. Figure 1 demonstrates how the Integrated Production Systems tie together in JLR's EPMC.…”

Section: Workflowmentioning

confidence: 99%

See 4 more Smart Citations

Improving Lean engagement through utilising improved communication, recognition and digitalisation during the COVID-19 pandemic in JLR's powertrain machining facility

McKie,

Evans,

Jones

2024

FME Transactions

Self Cite

View full text Add to dashboard Cite

During the COVID-19 Pandemic, many companies around the world continued to implement and drive adherence to Lean principles. However, there are a number of key challenges each company would face when implementing Lean, one of those main challenges being workforce engagement. One way of measuring the engagement of Lean principles is by assessing adherence. In manufacturing organisations around the world, there are differing motivations, and these can be dependent on a number of aspects, such as culture and organisational structure. Therefore, it is imperative to understand employees' motivations in relation to the adherence to Lean principles. This 3-year study of Lean principles assesses the adherence in Jaguar Land Rover's (JLR) Powertrain Machining Facility. It also examines methods of instigating a new recognition process, developing an improved communication method, and creating digital solutions to training issues. The main achievement of the research is improving the adherence to the Lean principles, improving adherence to standardised working practices, and improving the utilisation of problem-solving and continuous improvement tools.

show abstract

Section: Workflowmentioning

confidence: 99%

Section: Workflowmentioning

confidence: 99%

Section: Workflowmentioning

confidence: 99%

Section: Workflowmentioning

confidence: 99%

Section: Workflowmentioning

confidence: 99%

See 3 more Smart Citations

Improving Lean engagement through utilising improved communication, recognition and digitalisation during the COVID-19 pandemic in JLR's powertrain machining facility

McKie,

Evans,

Jones

2024

FME Transactions

Self Cite

View full text Add to dashboard Cite

show abstract

The impacts of digital technologies on coping with the COVID-19 pandemic in the manufacturing industry: a systematic literature review

Ardolino

Bacchetti

Dolgui

et al. 2022

International Journal of Production Research

View full text Add to dashboard Cite

The COVID-19 pandemic's impacts have been devastating for the global economy, particularly for manufacturing companies that have been forced to face challenges that were almost unheard of before. Many companies were completely unprepared for an event of this magnitude and tried to limit the damage by adopting specific countermeasures. Some of these were possible thanks to digital technologies and the digitization of business processes, which sometimes made it possible to reduce or eliminate negative effects. In particular, digital technologies have helped companies adapt during the crisis and ensure business continuity. This article aims to investigate how digital and Industry 4.0-enabling technologies have helped manufacturing companies cope with the pandemic's effects. The study indicates that some technologies have contributed more than others, although the Industry 4.0 paradigm's potential has not been exploited fully. This calls for future research directions to extend the scope of analysis in these aspects, particularly five specific areas: data and information management; (re)organization of work; de-globalization and reshoring; supply chain resilience; and environmental and social sustainability.

show abstract

COVID-19's impact on lean programs and implementation in energy-based utilities

Jensen,

Cross,

Polanco-Lahoz

2023

TQM

View full text Add to dashboard Cite

PurposeLean is a continuous improvement methodology that has succeeded in eliminating waste in a variety of industries. Yet, there is a need for more research on Lean implementation in several under-studied contexts, including crisis situations such as those created by the recent COVID-19 pandemic. This research investigates how Lean programs were impacted by COVID-19, while previous research has primarily explored how Lean was used to solve problems created by the pandemic.Design/methodology/approachA mixed-method research approach was used to analyze employee feedback on how COVID-19 impacted the Lean programs using data from various levels of four energy-based utilities in the United States. First, an online questionnaire collected qualitative and quantitative data from a broad sample of participants. Then, a follow-up semi-structured interview allowed the elaboration of perceptions related to the research question using a smaller sample of participants.FindingsOut of the 194 responses from the four companies, only 41% of the respondents at least somewhat agreed that COVID-19 impacted the Lean program at their company; of the remaining 59%, 35% indicated they were neutral, while 24% disagreed. The themes from the qualitative portion indicated that, while employees believed their companies had successfully found a new way to do Lean within the constraints of not always being in person, the collaboration and engagement were more challenging to sustain, and COVID-19 also otherwise made it more difficult to implement Lean. Meanwhile, some believed there was no impact on the Lean program.Originality/valueThe COVID-19 and Lean peer-reviewed literature published from 2020 to September 2023 focused primarily on using Lean to address problems created by the COVID-19 pandemic vs studying the pandemic's impact on Lean programs. This research partially fills this literature gap in understanding the impact COVID-19 had on Lean initiatives.

show abstract

Implementing Digitalised Lean Manufacturing Training in a UK Engine Manufacturing Centre During the SARS-CoV2 Pandemic of 2020

Cited by 3 publications

References 14 publications

Improving Lean engagement through utilising improved communication, recognition and digitalisation during the COVID-19 pandemic in JLR's powertrain machining facility

Improving Lean engagement through utilising improved communication, recognition and digitalisation during the COVID-19 pandemic in JLR's powertrain machining facility

The impacts of digital technologies on coping with the COVID-19 pandemic in the manufacturing industry: a systematic literature review

COVID-19's impact on lean programs and implementation in energy-based utilities

Contact Info

Product

Resources

About