The lean manufacturing enterprise: An emerging sociotechnological system integration

Paez, Omar; Dewees, J.; Genaidy, Ash; Tuncel, Setenay; Karwowski, Waldemar; Zurada, J.

doi:10.1002/hfm.10067

Cited by 56 publications

(53 citation statements)

References 31 publications

(25 reference statements)

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“…Inappropriate resources are the ones that are either excessive or insufficient. The excessive resources are evidence of waste, which can be reduced by using lean management's concepts, methods, and tools (Paez et al, 2004;Womack et al, 1990). In contrast, a shortage of resources can delay goal achievement, cause partial achievement, or even prevent achievement altogether.…”

Section: Opportunities and Chancesmentioning

confidence: 98%

Some elements of theory of opportunities

Trzcieliński

Trzcielinska

2010

Hum Ftrs & Erg Mfg Svc

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An enterprise operates in a macroenvironment and in an industry environment. There are not only threats in the environment but also situational factors that are in favor of the enterprise as well. These are either chances or opportunities. Opportunities exist for agile enterprises. The agile enterprise is able to perceive them quickly and use them effectively. In this article, chances and opportunities are distinguished. This matter is discussed in the context of the situation's time horizon and complexity and of the enterprise's awareness of using them. In what follows, the segments of environment where opportunities can be searched for are presented as well as a typology of opportunities and the cycle of opportunity life span. On one hand, these topics are not discussed widely in the literature; on the other hand, they seem to be the basic components of opportunity theory, which should be elaborated to help enterprises in their process of becoming agile. This article synthesizes both literature and case studies. C

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Section: Opportunities and Chancesmentioning

confidence: 98%

Some elements of theory of opportunities

Trzcieliński

Trzcielinska

2010

Hum Ftrs & Erg Mfg Svc

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“…Variours authors studying lean have sought a common understanding of the term (de Treville & Antonakis, 2006;Hines, Holweg, & Rich, 2004;Hopp & Spearman, 2004;Paez, Dewees, Genaidy, Tuncel, Karwowski, & Zurada, 2004;Shah & Ward, 2003;2007;Hasle, Bojesen, Jensen, & Bramming, 2012). It is often suggested that lean should be understood on two levels: the strategic level of how to understand value; and the operational level (tools) of how to eliminate waste (Hines et al, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

Free-Pass Model to Manage Quality Relationships With Suppliers: An Italian Case Study

Murmura¹,

Bravi²

2017

CBR

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In order to be competitive in today's challenging business environment, manufacturing companies must have the ability to effectively integrate internal functions within a company and effectively link them to the external operations of suppliers and supply chain members. This could be done thanks to the implementation of an effective Supply Chain Management System. The aim of the research is to contribute to the literature panorama on Lean SupplyChain Management through the analysis of a case study of Alpha, Italian company in the arm industry, which has developed a new model called "Free-Pass", and to give a useful, realistic tool, expendable by companies that want to open up to Lean Supply Chain. A qualitative approach has been chosen, based on a longitudinal, single case study; a semi-structured interview has been carried out per year, with the company's Quality Manager from 2009, the year in which the "Free-Pass" model has been implemented, until 2016. Relevant secondary data were also used such as company reports, web site, and performance quantitative data. The implementation of the Free-Pass model across the company leads to a great change, both in terms of the transformation of the production process in a process flow "pulled", both at the organizational level, with the reduction of hierarchical levels, the process orientation, cross-functional teams, the streamlining of functions, and above all, the involvement of suppliers. This implied a radical change in thinking from management and from all the staff and a true "cultural revolution" for the company itself and for its suppliers, but it bought to both financial and organizational benefits. In conclusion the research has shown the importance of implementing quality relationships with suppliers based on trust and cooperation in order to achieve mutual benefits. The value of the research is given by the definition of a new model of Lean Supply Chain as an important tool of operation management which is expendable by companies.

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“…Manufacturing styles that have developed over the past century can be viewed as changes to the external environment, and have caused changes in the technological and organizational subsystems. However, the personnel subsystem has not been developed sufficiently to maintain the equilibrium required for an effective work environment (Paez et al, 2004).…”

Section: Sociotechnical Systems Modelmentioning

confidence: 99%

A sociotechnical approach to achieve zero defect manufacturing of complex manual assemblies

Hong

Nagarajah

Iovenitti

et al. 2007

Hum Ftrs & Erg Mfg Svc

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Traditional approaches to defect reduction in manufacturing environments rely heavily on the introduction of technology-based detection techniques that require significant investments in equipment and technical skills. In this article, the authors outline a novel, alternative approach that utilizes the largely untapped abilities of assembly-line operators. Targeting zero-defect manufacturing, the SEIS-MIC (stabilize, evaluate, identify, standardize, monitor, implement, and control) methodology developed herein is a sociotechnical-based system built on the decentralization of technical knowledge and the transfer of responsibility for product quality from technical staff to manual operators. Along with defect reduction, important secondary goals of the SEISMIC methodology are improved operator performance and job satisfaction. The SEISMIC methodology provides a quantitative approach for classifying assembly environments and determining their required skill sets. Effective methods for transferring the identified skills throughout the production team are also provided. A pilot application of the protocol in an automotive assembly environment has achieved promising results in the target areas of defect reduction and operator performance.

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The lean manufacturing enterprise: An emerging sociotechnological system integration

Cited by 56 publications

References 31 publications

Some elements of theory of opportunities

Some elements of theory of opportunities

Free-Pass Model to Manage Quality Relationships With Suppliers: An Italian Case Study

A sociotechnical approach to achieve zero defect manufacturing of complex manual assemblies

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