Improving high variable-low volume operations: an exploration into the lean product development

Qudrat‐Ullah, Hassan; Seong, Baek Seo; Mills, Brian L.

doi:10.1504/ijtm.2012.043951

Cited by 19 publications

(9 citation statements)

References 22 publications

(36 reference statements)

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“…Control and decision-making are two facets of the same coin. Managers execute control to execute the decisions made in the traditional setup of operations (Rai et al , 2021). Most managers resist transferring the power of control and decision-making to the workforce (Landry, 2008).…”

Section: Literature Survey and Barrier Identificationmentioning

confidence: 99%

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A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

Mohapatra

Tripathy

Singhal

2023

IJLSS

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Purpose As the COVID-19 epidemic ravages the world in the fourth industrial revolution era, the manufacturing sector faces its worst situation in a century. Lean philosophy, renowned as a “warrior philosophy,” can be an able rescuer to these industries. This study aims to identify the hurdles to lean strategy implementation and conduct an analysis to provide cognizance to policymakers, practitioners and decision-makers. Design/methodology/approach This study aims to identify the obstacles that obstruct lean implementation into seven primary barriers/components, with the fuzzy DEMATEL approach being used to evaluate the critical factors as well as the cause and effect factors among them. Expert opinions are sought to obtain the relevant data for evaluation purposes. Findings The results reveal that a firm should focus on firm cultural conflict scenario, resources–responses incapability, improve on suppliers’ attitude and execute a proper planning and logistics equation to alleviate the hindrances of implementing lean. As these causal factors influence the effect factors, namely, top management vision, management–employee relationship and human resource building, focusing on them automatically improves the effect factors; thus, the surge to overcome resistance to lean implementation is alleviated. Practical implications This research aids in identifying and analyzing lean implementation issues in the manufacturing and industrial sectors. The observations, results and insights drawn can act as a guiding force to rupture the resistance envelope covering the domain of lean implementation and possibly reinstating industries to survive and excel in the business post-COVID era. Originality/value This research introduces barriers to lean implementation in a unique way, as it articulates all sections of an industry and group the barriers based on the classification. It further prioritizes the barriers for their importance in the Indian industrial scenario. This would help the industry professionals and managers access the barriers and generate insight on how and where to start implementing lean.

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Section: Literature Survey and Barrier Identificationmentioning

confidence: 99%

“…Few inventories are used in lean manufacturing, and input materials are delivered directly to an assembly line at predefined times. Lean manufacturing focuses on providing the optimum product mix in small quantities and regularly (Qudrat-Ullah et al, 2012). It is obvious that to achieve lean, logistic system support is essential.…”

Section: 7mentioning

confidence: 99%

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

Mohapatra

Tripathy

Singhal

2023

IJLSS

View full text Add to dashboard Cite

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“…New frameworks consider people as the cornerstone of LPS: either depicting them as one of the fundamental pillars-alongside processes and tools [219]; or directly as the center of a layered model for Lean factory design [220].…”

Section: Lean: Operators At the Centrementioning

confidence: 99%

Lean Manual Assembly 4.0: A Systematic Review

2020

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In a demand context of mass customization, shifting towards the mass personalization of products, assembly operations face the trade-off between highly productive automated systems and flexible manual operators. Novel digital technologies—conceptualized as Industry 4.0—suggest the possibility of simultaneously achieving superior productivity and flexibility. This article aims to address how Industry 4.0 technologies could improve the productivity, flexibility and quality of assembly operations. A systematic literature review was carried out, including 234 peer-reviewed articles from 2010–2020. As a result, the analysis was structured addressing four sets of research questions regarding (1) assembly for mass customization; (2) Industry 4.0 and performance evaluation; (3) Lean production as a starting point for smart factories, and (4) the implications of Industry 4.0 for people in assembly operations. It was found that mass customization brings great complexity that needs to be addressed at different levels from a holistic point of view; that Industry 4.0 offers powerful tools to achieve superior productivity and flexibility in assembly; that Lean is a great starting point for implementing such changes; and that people need to be considered central to Assembly 4.0. Developing methodologies for implementing Industry 4.0 to achieve specific business goals remains an open research topic.

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“…The characteristics of high-mix and low-volume manufacturing companies pose unique challenges and requirements for the product introduction process, which cannot be effectively managed by relying exclusively on strategies developed for high-volume manufacturing companies [37][38][39]. Low-volume manufacturing companies are typically characterized by the high variety and customizability of their products, adopting a make-toorder production policy [40].…”

Section: Introductionmentioning

confidence: 99%

Tailoring Product Introduction Management Strategies to the Characteristics of Low-Volume Manufacturing: A Focus on Improving Information Content Quality

Javadi,

Chirumalla

2023

Preprint

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Product introductions play a pivotal role in the success and competitiveness of manufacturing, particularly in the context of new product development. Low-volume manufacturing companies exhibit distinct characteristics that significantly influence the product introduction process. Notably, the quality of information exchange between product design and production interfaces becomes paramount in this high-mix and low-volume industry. Consequently, there exists a pressing need to explore various methods for adapting and customizing management mechanisms and strategies to align with the unique requirements and characteristics of low-volume manufacturing and its associated product introduction processes. While the need for this knowledge is critical in the context of low-volume manufacturing, a majority of existing studies predominantly focus on the management aspects within high-volume manufacturing. Therefore, the primary aim of this study is to investigate the customization of product introduction management strategies to enhance the quality of information content within the realm of low-volume manufacturing. Drawing upon a longitudinal analysis of new product introductions within a low-volume manufacturing company, this study narratively elucidates how the examined company implemented product introduction management strategies to facilitate the enhancement of information content quality during the product introduction phase. The study presents its findings on management strategies across three key stages: pre-implementation, post-implementation, and subsequent modification and refinement of strategies following the initial round of implementation. By shedding light on these strategies, this study offers a comprehensive understanding of management approaches in the context of low-volume product introduction. As a result, it makes a valuable contribution to the discourse on information management and interface management in the high-mix, low-volume manufacturing literature.

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Improving high variable-low volume operations: an exploration into the lean product development

Cited by 19 publications

References 22 publications

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

A sustainable solution for lean barriers through a fuzzy DEMATEL methodology with a case study from the Indian manufacturing industry

Lean Manual Assembly 4.0: A Systematic Review

Tailoring Product Introduction Management Strategies to the Characteristics of Low-Volume Manufacturing: A Focus on Improving Information Content Quality

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