Knowledge Management in Lean Production Systems

Dombrowski, Uwe; Mielke, Tim; Engel, Christian

doi:10.1016/j.procir.2012.07.075

Cited by 57 publications

(34 citation statements)

References 7 publications

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“…In general terms, knowledge, in an organizational context, could be seen as a combination/synthesis of experiences, contextual information, values and expert approaches, which frame the background for assessing and incorporating new experiences and data (Davenport 1982 as cited Dombrowski et al, 2012).…”

Section: Knowledge Acquisitionmentioning

confidence: 99%

“…In the era of knowledge economy, organizations should enrich and integrate the knowledge already possess by acquiring new knowledge that is often sourced outside their boundaries. Knowledge acquisition is often linked to organizational learning and has been seen as, either a driving force for growth and development (Penrose 1959), or a prerequisite for an organization's ability to exploit new opportunities (Spender and Grant, 1996), or, in terms of our interest, as an essential work practice of lean management (Dombrowski et al, 2012). …”

Section: Knowledge Acquisitionmentioning

confidence: 99%

“…As theory claims, the successful implementation of lean also requires knowledgeable and multi-skilled employees (Dombrowski et al, 2012). In Toyota Production System, the acquisition of 'deep technical knowledge' has been considered as a 'base line skill' and part of the lean process, which has been seen as a 'knowledge work job shop' (Liker and Morgan, 2006).…”

Section: Knowledge Acquisition and Lean Performancementioning

confidence: 99%

“…Angelis et al (2011), reported the vital role that supportive cultures play in building employees' commitment in lean systems. Even more, Dombrowski et al (2012) recognized the significance of managing knowledge in lean performance.…”

Section: Introductionmentioning

confidence: 99%

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An empirical investigation of workplace factors affecting lean performance

Vlachos

Siachou

2018

IJPPM

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Purpose The purpose of this paper is to identify workplace factors with an impact on lean performance (LP). This can lead to better LP outcomes, thus facilitating organizations to smoothly move from the conventional to lean management. Design/methodology/approach The direct effects of training, knowledge acquisition and organizational culture are empirically investigated using data from 126 managers employed at a global company, which recently has improved its LP. Study’s hypotheses were analyzed with hierarchical regression models. Findings The findings suggest that not all of the aforementioned workplace factors holistically affect LP. Only organizational culture is associated to the four LP variables (i.e. continuous improvement, waste, ergonomy and product quality). Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, has significant yet negative impact on both continuous improvement and ergonomy. Even more, when training is combined with knowledge acquisition the results are different. Originality/value As this study highlights the impact of workplace practices on LP, attributes mainly importance to the distinct effects that each of the aforementioned factors has on the four distinct LP variables. Although the study results reflect a particular case, its recommendations could facilitate practitioners to achieve better lean outcomes.

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Section: Knowledge Acquisitionmentioning

confidence: 99%

Section: Knowledge Acquisitionmentioning

confidence: 99%

Section: Knowledge Acquisition and Lean Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

An empirical investigation of workplace factors affecting lean performance

Vlachos

Siachou

2018

IJPPM

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“…This approach can be useful in identifying suitable procedure of knowledge management. Researchers presented management of knowledge as a matter of prime significance in Lean Manufacturing environment (Dombrowski et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Lean manufacturing in Indian context: A survey

Kumar¹,

Kumar²

2015

10.5267/j.msl

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The Impact of Lean on the mining industry: A simulation evaluation approach

Maunzagona

Telukdarie

2017

INCOSE International Symp

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The mining industry, especially in Southern Africa, is experiencing significant uncertainty and volatility, and it has become important for mining organizations to find ways to reduce cost and improve operational efficiency. The Lean principle mainly aims to reduce waste specific to resources, time and cost and has slowly been adapted into the mining industry. The main objective of the study was to evaluate the impact of applying the Lean principle in a mining company using simulation modeling. The study commences with literature review so as to explore the most recent Lean application in mining. A case study was utilized to identify and examine the production flow that exists on the diamond production set up. Sample data was collected, and a current state Value Stream Map was constructed. A simulation model of the production set up of the diamond mine was configured and simulation‐optimization techniques are utilized. The study contributes to the understanding of the link between the Lean principle and efficient execution of mining operations. The study also illustrates simulation modeling as a tool to compliment Lean evaluation.

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Knowledge Management in Lean Production Systems

Cited by 57 publications

References 7 publications

An empirical investigation of workplace factors affecting lean performance

An empirical investigation of workplace factors affecting lean performance

Lean manufacturing in Indian context: A survey

The Impact of Lean on the mining industry: A simulation evaluation approach

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