Optimisation of large‐scale food production using Lean Manufacturing principles

Engelund, Eva Høy; Breum, Gitte; Friis, Alan

doi:10.1111/j.1748-0159.2008.00109.x

Cited by 43 publications

(55 citation statements)

References 21 publications

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“…ten studies at the single plant level (Folinas et al, 2015;Glover et al, 2014;Goriwondo et al, 2011;Hossain and Uddin, 2015;Jiménez et al, 2012;Parthanadee and Buddhakulsomsiri, 2014;Rahimnia et al, 2009;Sa'udah et al, 2015;Shobha and Subramanya, 2012;Tanco et al, 2013) and two studies at the supply chain level (Seth et al, 2008;Taylor, 2005). Although state maps were in general graphically illustrated, two additional studies (Engelund et al, 2009;Sathiyabama and Dasan, 2013) only described the current and future states. There were six studies (Ahmed et al, 2015;Darlington and Rahimifard, 2006;Kennedy et al, 2013;Lehtinen and Torkko, 2005;Melvin and Baglee, 2008;Vlachos, 2015) that only used the current state map and one study (Noorwali, 2013) that gave a description of the current situation at a single plant level, against three studies (Francis et al, 2008;Simons et al, 2003;Taylor, 2006b) at a supply chain level.…”

Section: Application Of Vsm Additional Lean Tools and Performance Inmentioning

confidence: 99%

“…Furthermore, studies on single chain members targeted the food service sector, i.e. two hospital kitchens delivering a variety of foods such as bread, soups and processed vegetables (Ahmed et al, 2015;Engelund et al, 2009) versus fast food restaurants (Rahimnia et al, 2009), or a food warehouse (Glover et al, 2014). Five studies have analysed more than one actor along the food chain.…”

Section: Study Characteristicsmentioning

confidence: 99%

“…Just-In-Time (JIT) or pull strategy was the most applied alongside VSM in nine studies (Darlington and Rahimifard, 2006;Folinas et al, 2015;Hossain and Uddin, 2015;Jiménez et al, 2012;Shobha and Subramanya, 2012;Tanco et al, 2013;Taylor, 2005Taylor, , 2006bVlachos, 2015) at both levels of analysis. 5S (sort, set in order, shine, standardize and sustain) methodology was mainly used in six studies (Engelund et al, 2009;Glover et al, 2014;Hossain and Uddin, 2015;Jiménez et al, 2012;Kennedy et al, 2013;Sathiyabama and Dasan, 2013) at a single plant level only. Other lean tools used included Kanban (Jiménez et al, 2012;Shobha and Subramanya, 2012), visual aids (Francis et al, 2008;Lehtinen and Torkko, 2005) and cellular manufacturing involving a reorganisation of fast food restaurants based on two distinct customer needs (Rahimnia et al, 2009).…”

Section: Application Of Vsm Additional Lean Tools and Performance Inmentioning

confidence: 99%

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Applying Value Stream Mapping to reduce food losses and wastes in supply chains: A systematic review

et al. 2016

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Abstract:The interest to reduce food losses and wastes has grown considerably in order to guarantee adequate food for the fast growing population. A systematic review was used to show the potential of Value Stream Mapping (VSM) not only to identify and reduce food losses and wastes, but also as a way to establish links with nutrient retention in supply chains. The review compiled literature from 24 studies that applied VSM in the agri-food industry.Primary production, processing, storage, food service and/or consumption were identified as susceptible hotspots for losses and wastes. Results further revealed discarding and nutrient loss, most especially at the processing level, as the main forms of loss/waste in food, which were adapted to four out of seven lean manufacturing wastes (i.e. defect, unnecessary inventory, overproduction and inappropriate processing). This paper presents the state of the art of applying lean manufacturing practices in the agri-food industry by identifying lead time as the most applicable performance indicator. VSM was also found to be compatible with other lean tools such as Just-In-Time and 5S which are continuous improvement strategies, as well as simulation modelling that enhances adoption. In order to ensure successful application of lean practices aimed at minimizing food or nutrient losses and wastes, multistakeholder collaboration along the entire food supply chain is indispensable.

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Section: Application Of Vsm Additional Lean Tools and Performance Inmentioning

confidence: 99%

Section: Study Characteristicsmentioning

confidence: 99%

Section: Application Of Vsm Additional Lean Tools and Performance Inmentioning

confidence: 99%

See 1 more Smart Citation

Applying Value Stream Mapping to reduce food losses and wastes in supply chains: A systematic review

et al. 2016

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“…According to Engelund, Breum and Friis [15], lean manufacturing started with the initiatives undertaken at Japanese car manufacturer Toyota.The term lean manufacturing is a Western interpretation of the Toyota production system (TPS) [16]. Lean manufacturing can be viewed as a systematic way to reduce waste [17].…”

Section: Lean Manufacturingmentioning

confidence: 99%

A Strategy to Tailor Performance Interventions Based on the Nature of Organisational Maturity of South Manufacturing Firms

Ebrahim

Pieterse

2016

SAJIE

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The South African automotive component manufacturing sector is facing global pressure to remain competitive. Performance improvement interventions are often deployed in manufacturing companies that are aimed at improving competitiveness. The high failure rate of these performance improvement interventions should be considered when developing a programme strategy for implementation. Consideration should be given to the organisation's maturity and current performance when deciding which performance improvement intervention to select. The research objective was to establish the role of the organisational maturity variables in tailoring an integrated performance improvement intervention that develops organisational maturity and performance. OPSOMMINGDie Suid-Afrikaanse motor komponent vervaardigingsektor staar huidiglik wêreldwye druk in die gesig om mededingend te bly. Prestasieverbeterings ingrypings word dikwels ontplooi in vervaardigingsmaatskappye met die doel om mededingendheid te verbeter. Die baie mislukkings van hierdie verbeterings ingrypings behoort in ag geneem te word wanneer dit kom by die ontwikkeling van die program strategie vir implementering. Oorweging moet gegee word aan maatskappye se volwassenheid en huidige prestasie wanneer daar oorweeg word watter prestasie verbetering ingryping geselekteer moet word. Hierdie navorsing se doelwit was om die rol van die maatskappy se volwassenheid veranderlikes vas te stel met betrekking tot die geintegreerde prestasie verbeterings ingryping wat organisatoriese volwassenheid en prestasie ontwikkel.

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“…Lean implementation can improve equipment availability, reduce waste and improve quality (Upadhye, Deshmukh, & Garg, 2010). It helps the company to improve efficiency and quality (Engelund, Breum, & Friis, 2009). In particular for food processing SMEs implementing lean contribute to less product recalls (Scott, Wilcock, & Kanetkar, 2009).…”

Section: Introductionmentioning

confidence: 99%

Lean Manufacturing Practices And Their Barriers In Small And Medium Enterprises (Smes)

Sumantri¹

2018

The European Proceedings of Social and Behavioural Sciences

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Although lean implementation has been extensively studied in large companies, research in this area is quietly limited in SME sector. Characteristic of SMEs and large manufacturers are different with respect to structure, policy, resource employee, and culture; therefore, the results of study are significantly different. Lean thinking does not provide easy applications in food industry. This fact raises the question of whether the lean implementation is feasible for companies with different characteristics, such as in food industry, particularly in SMEs. Studies in this area are still evolving and limited; therefore, study investigating lean implementation in SMEs sector is required. This exploratory study attempted to explore lean manufacturing implementation in the context of the SMEs in East Java Province of Indonesia. To collect data, this study used a structured questionnaire. The result of this study showed that lean implementation in food processing SMEs in East Java was quite low. Only 13.3% of SMEs were implementing lean manufacturing practices, and 86.7% of SMEs applied lean manufacturing occasionally. The least lean manufacturing implementation was the use of tools such as statistical process control (SPC) and Full Strategy. The higher barrier to lean manufacturing practice consisted of availability of resources; lack of training; internal resistance; variability in raw materials quality and supply. The barriers encountered by SMEs result from the characteristics of this sector and the characteristics of food processing industry.

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Optimisation of large‐scale food production using Lean Manufacturing principles

Cited by 43 publications

References 21 publications

Applying Value Stream Mapping to reduce food losses and wastes in supply chains: A systematic review

Applying Value Stream Mapping to reduce food losses and wastes in supply chains: A systematic review

A Strategy to Tailor Performance Interventions Based on the Nature of Organisational Maturity of South Manufacturing Firms

Lean Manufacturing Practices And Their Barriers In Small And Medium Enterprises (Smes)

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