Lean Manufacturing Perceptions and Actual Practice Among Malaysian SME’s in Automotive Industry

Rose, A. N. M.; Deros, Baba Md; N., Ab. Rahman M.

doi:10.15282/ijame.7.2012.2.0067

Cited by 21 publications

(23 citation statements)

References 32 publications

(27 reference statements)

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“…Except for the motivation factors and some specific barriers, SMEs were found to significantly differ from large contractors and subcontractors in terms of their lean thinking implementations and barrier perceptions, which is in many ways similar to findings from other industries (Dora, Kumar, and Gellynck 2016;Hu et al 2016;Manfredsson 2016;Zhou 2016) . There is no agreement in the literature whether there is a difference in the applicability of lean thinking between large organisations and SMEs (Shah and Ward 2003;Achanga et al 2006;Rose, Deros, and Ab-Rahman. 2013).…”

Section: Discussionmentioning

confidence: 99%

Lean thinking in the highways construction sector: motivation, implementation and barriers

Tezel

Koskela

Aziz

2017

Production Planning & Control

136

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The interest in lean thinking in the UK's civil construction industry is on the rise.The research presented in the paper evaluates the adoption of lean thinking in the highways construction sector by investigating 7 motivation factors, 20 lean techniques and 16 barriers through in-depth interviews with 20 sector managers and a questionnaire survey of 110 responses. The findings show the existence of strong external motivational factors for lean thinking such as clients' push and companies' expectation of winning more contracts alongside lean's operational benefits. Limited adoptions of the lean techniques, mostly in the stepwise process improvement cycle, the Last Planner System and Visual Management, were determined. This raises concerns about "pseudo-lean" practices in the sector. Lack of standardisation, insufficient benefit capturing, insufficient know-how, insufficient control of the entire value stream and limited view to the techniques were found as the top barriers. Small and medium sized enterprises (SMEs) are significantly different than large main contractors and subcontractors with respect to their lean implementations and views to barriers before lean thinking within their organisations.

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Section: Discussionmentioning

confidence: 99%

Lean thinking in the highways construction sector: motivation, implementation and barriers

Tezel

Koskela

Aziz

2017

Production Planning & Control

136

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“…In a developing country, Malaysian automotive component firms have to strive for manufacturing excellence in order to be on a par with established foreign automotive players (Haniff, Ismail, Deros, Rahman, & Kadirgama, 2011;Rose, Deros, & Rahman, 2013). One of the strategies to be excellent and efficient in a manufacturing firm is by reducing the seven wastes: overproduction, waiting time, defects, non value added processing activities, excess of motion, high inventory and transportation (Melton, 2005).…”

Section: Introductionmentioning

confidence: 99%

A Study on Lean Manufacturing Implementation in Malaysian Automotive Component Industry

Rose¹,

Deros²,

N.³

2013

Int J Automot Mech Eng

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Lean manufacturing is an extended version of the Toyota Production System (TPS). It was highlighted as the best practice in the 21st century. Therefore, top and senior management in manufacturing firms are encouraged to adopt and adapt lean principles and practices in running their respective firms. The main objective of this paper is to investigate the extent of lean manufacturing perception and implementation in the Malaysian automotive component industry. A survey questionnaire was developed to collect top and senior management views with respect to their perception, judgement and opinion on twenty four lean manufacturing (LM) practices. This preliminary survey was conducted at 30 Malaysian automotive component manufacturing firms. The survey results show that a large majority of respondents have a high perception of the importance of lean manufacturing practices. However, it was found that their actual LM implementation is still on the low side. In this study, the non-parametric test was used to analyze the level of perception and implementation of the twenty four LM practices. The analysis of the survey results revealed that there are significant differences between the level of perception of the importance of LM practices and their actual implementation.

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“…Older staff might have problem adapting to changes in the new management direction. This was also discussed by Rose et al 14) , and Bianca et al 15) , where lean understanding and the actual lean implementation at workplace varies a lot. As a result of the staff not understanding the concept properly and the management being too strict on the policy as per the rule book, lean implementation is regarded as ineffective.…”

Section: Language and Communicationmentioning

confidence: 67%

Lean Implementation Barriers and Their Contextual Relationship in Contract Manufacturing Machining Company

Sakataven¹,

Helmi²,

Hisjam³

2021

Evergreen

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The objective of this paper is to identify critical lean implementation barriers within a Small and Medium Scale Enterprise (SME) and their contextual relationship. Identifying these will be the key success factor towards implementing green practices in a manufacturing environment. Through extensive literature review, 15 identified barriers are discussed and shortlisted. Using Interpretive Structural Modelling (ISM) methodology, the underlying subtlety between the barriers are analysed and a model is generated. This model can be considered by the management as a guideline to tackle lean implementation barriers as part of the overall lean management strategy. To determine the driving barriers and dependence power which influence the implementation, the Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis is used. From the output of ISM and MICMAC analyses, a firm understanding of the barriers that effect lean implementation and their interrelationship within an SME Contract Manufacturing Machining Company is obtained. 15 barriers are classified into 10 levels to be tackled. Their driving and dependence power are analysed and classified. Barrier 15 which is "Roles and Responsibility is not defined in Lean Implementation" at level 1 has the highest dependence power. The most significant barriers are barrier 4 which is "Lack of Long-Term Commitment to Change and Innovation" and barrier 5 which is "Individual Attitude" at level 10. Typically, barriers 4 and 5 display weak dependence power and strong driving power. Thus, these 2 barriers are identified as "Independent Factors" of lean implementation barriers within the organisation.

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Lean Manufacturing Perceptions and Actual Practice Among Malaysian SME’s in Automotive Industry

Cited by 21 publications

References 32 publications

Lean thinking in the highways construction sector: motivation, implementation and barriers

Lean thinking in the highways construction sector: motivation, implementation and barriers

A Study on Lean Manufacturing Implementation in Malaysian Automotive Component Industry

Lean Implementation Barriers and Their Contextual Relationship in Contract Manufacturing Machining Company

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