Maturity and Maturity Models in Lean Construction

Nesensohn, Claus; Bryde, David; Ochieng, Edward; Fearon, Damian

doi:10.2139/ssrn.2622152

Cited by 14 publications

(22 citation statements)

References 39 publications

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“…Some of the lean maturity models that we examined include the work by Martichenko (https://cdn2.hubspot.net/hubfs/527773/CTA-_The_Lean_Leadership_Maturity_Model. pdf?t51519910053011), Nightingale and Mize (2002); Nesensohn et al (2014), and, King County Lean Maturity Model (https://Kingcounty.gov). The optimal choice for our work was Nightingale and Mize's work of LESAT.…”

Section: Methods For Data Collectionmentioning

confidence: 99%

An empirical longitudinal study of adoption of lean management in India

Jayaraman¹

2020

TQM

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PurposeTo identify the factors that need to be addressed by Indian industry to steeply ramp up its production and productivity in the coming years, so as to achieve the goal of the country becoming a 5 trillion dollar economy by 2025.Design/methodology/approachLean Management Leaders in Indian Industry (LMLII), i.e. those companies in India who are well known for having adopted TQM, BE and Lean methods for many years, and achieved success in their business) in Indian industry were selected and surveys were done between 2013 and 2017, to assess the status of LM adoption, by using the LESAT (version 2.0) survey tool. A longitudinal empirical study has been done, over a period of five years, so that the identification of factors is based on a few years’ data rather than a one year, spot-check or snapshot view. A new method, titled the ‘Three Step Reverse Exploratory Factor Analysis Procedure (TSREP)’, has been attempted to identify the ‘root causes’.FindingsLMLII's have improved in their adoption of LM over these years by about 10%. The root causes that can help in further advancement in adoption have been identified and classified under six component factors.Research limitations/implicationsThe identification of LMLII's has been done based on the experience and views of experts in TQM/ BE/ Lean in India. Since this is a first of such study (viz., the term LMLII is being defined and used for the first time), this methodology has been adopted. However, in future, a systematic way to assess the criteria for LMLII's could be designed. Secondly, the sample size of LMLII's needs to be fully representative of the industry.Practical implicationsBy using the results of this study, Indian companies can accelerate their LM adoption programmes, leading to quantum jumps in production and productivity, so as to achieve the 5 trillion USD economy by 2025. The practical implications are immense.Social implicationsSince LM is a bundle of Lean, TQM and BE, companies adopting LM will, due to the inclusion of waste reduction through 5S, JIT, kaizens and continuous improvement, address the Triple Bottom Line (TBL) protocol of the UN. TBL has comprehensive implications on society and environment, climate change and sustainability of business.Originality/valueThis work is original, at least in three ways. First, in the use of the concept of ‘LML’. Second, there is no previous longitudinal study done on Indian industry in LM. Third, the TSREP is being used for the first time. The value of this research is in its findings, in the identification of key factors for future growth and the use of a novel technique for improving upon the accuracy, analytical rigour and legitimacy of the results.

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Section: Methods For Data Collectionmentioning

confidence: 99%

An empirical longitudinal study of adoption of lean management in India

Jayaraman¹

2020

TQM

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“…Após a realização de pesquisa bibliográfica, apresentada neste artigo, chegou-se à conclusão de que o método mais adequado de diagnóstico se baseia em quatro níveis de maturidade [3], permitindo obter um modelo que trabalhe com os objetivos que direcionam continuamente os esforços da organização [5,67]. O método abordado atua de forma direta na célula de manufatura, buscando entender a dinâmica de atuação da organização na área trabalhada [5].…”

Section: A Modelo De Maturidadeunclassified

Avaliação da Maturidade Lean em uma Célula de Manufatura

Rodrigues

Cecconello²

2021

SCI

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As diversas ferramentas de manufatura, utilizadas para controle em processos enxutos, são indispensáveis para a aplicação eficiente dos recursos industriais. Este artigo buscou identificar, em meio aos modelos de maturidade Lean existentes, qual proposta de avaliação se enquadraria em uma célula de manufatura de solda. O estudo utilizou uma avaliação dos fatores que sustentam o método proposto, e os resultados indicam que a medição do grau de maturidade proporciona um entendimento real dos recursos utilizados pela organização. Para isso, se fez necessária uma revisão bibliográfica sobre a importância das ferramentas e uma análise para definir o modelo mais adequado à célula de manufatura de solda. Os autores concordam que, de maneira a obter melhores resultados, é preciso que os níveis de maturidade sejam nivelados entre si para que haja coerência, e, portanto, boa aplicabilidade ao contexto da organização. O questionário aplicado, baseado no modelo proposto, reuniu todas as áreas envolvidas nos processos da célula de manufatura de solda. Conclui-se que as ferramentas Lean são base para organizações que buscam resultados através da redução do uso de recursos de entrada e aumento de rendimentos, e a maturidade desses processos se torna indispensável na organização que busca crescer de forma competitiva em seu segmento do mercado, agregando valor ao cliente através de um controle afinado dos recursos.

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“…Alongside this, HE is contractually imposing the use of some LC techniques like the Last Planner System (known as Collaborative Planning in the UK) (Daniel et al, 2017) or Visual Management in its contracts with Tier 1s. Also, Tier 1s and large Tier 2s are monitored by HE for their LC maturity (Nesensohn et al, 2015). This active LC agenda drew consultants into the supply chain.…”

Section: Project Management and Lean Construction In The Highways Sectormentioning

confidence: 99%