The Role of Leadership in Implementing Lean Manufacturing

Alefari, Mudhafar; Salonitis, Konstantinos; Xu, Yuchun

doi:10.1016/j.procir.2017.03.169

Cited by 103 publications

(91 citation statements)

References 10 publications

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“…A high level of commitment and a broad range of adaptability are keys to the successful implementation of any management and/or production philosophy, not least on the shop-floor. The production philosophies emerging from TPS, TQM and Lean have strongly influenced most of the world's production companies on both management and shop-floor levels, and still do so today [8,[13][14][15][16][17][18][19][20][21][22].…”

Section: Evolution Of the Industrial Shop-floor Operatormentioning

confidence: 99%

The future shop-floor operators, demands, requirements and interpretations

Holm

2018

Journal of Manufacturing Systems

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PreprintThis is the submitted version of a paper published in Journal of manufacturing systems.Citation for the original published paper (version of record): Holm, M. (2018) The future shop-floor operators, demands, requirements and interpretations Journal of manufacturing systems, 47: 35-42 AbstractThe evolution of production industries reveals continuous progress and development throughout the years. This evolution not only includes production methodologies and the production equipment, it also includes the working environment of the shop-floor operators. The demands faced by the shop-floor operators have developed from strictly controlled, simple and monotonic tasks to self-controlled team work requiring a holistic approach that aims at continuous improvements and achieving a high degree of flexibility, adaptability and initiative.This paper describes the evolution of the shop-floor operator, according to the research literature and interviews with production managers and HR specialists. In addition, the paper presents the response of future Swedish shop-floor operators, today's high-school students, to a description of their possible future work as shop-floor operators. The Swedish production industry competes, to a large extent, on and responds to the international market. The findings made in this paper are thus also interesting for other industries and countries acting on the international market.

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Section: Evolution Of the Industrial Shop-floor Operatormentioning

confidence: 99%

The future shop-floor operators, demands, requirements and interpretations

Holm

2018

Journal of Manufacturing Systems

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“…La intervención de la alta dirección en la implementación de Lean Manufacturinges un factor clave de éxito, especialmente para las PYMES [46]. La alta dirección debe mostrar una fuerte intención de la aplicación de las herramientas Lean, de lo contrario, los esfuerzos realizados por la parte operativa serían insuficientes para la mejora de los sistemas productivos [46]. En el trabajo de [44] se describen diecisiete (17) factores de éxito y diecisiete (17) barreras existentes para la implantación de LPS en las PYMES delsector farmacéutico.…”

Section: Barreras Para La Implantación De Lps En Las Pymesunclassified

Uso y aplicación de herramientas del modelo de producción Toyota: una revisión de literatura

2018

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2 Magister en gestión de la información y la documentación. Docente Tiempo Completo. Universidad Militar Nueva Granada. Bogotá-Colombia. wilfrido.arteaga@unimilitar.edu.co 3 Magister en ingeniería con énfasis en sistemas de calidad y productividad. Docente Tiempo Completo. Universidad Militar Nueva Granada.Bogotá-Colombia. diana.villamil@unimilitar.edu.co RESUMENEl presente trabajo muestra una revisión de literatura sobre el uso y aplicación de las diferentes herramientas del modelo Toyota en la industria en los últimos cinco años, haciendo énfasis en las herramientas más empleadas y las variables más representativas de medición de los sistemas productivos. El propósito es conocer la forma en que diversos autores emplean las herramientas de producción ajustada para la mejora de los sistemas productivos y a su vez conocer las principales barreras existentes para su aplicación en las pequeñas y medianas empresas (PYMES) de manufactura. En la revisión de literatura se hizo énfasis en aquellas investigaciones en las que se aplicó alguna de las herramientas Lean involucradas en el estudio. Como resultado del trabajo, se tiene un análisis conceptual respecto a las herramientas Lean y las principales variables de estudio involucradas de acuerdo con la literatura.Como principal conclusión, las herramientas Leandan cumplimiento a los requerimientos de la industria contemporánea, permiten solucionar problemas asociados con análisis de valor, el orden y aseo, la flexibilidad y los impactos ambientales.Palabras clave: Modelo de producción Toyota; Herramientas Lean; Barreras de implementación; Variables del sistema de producción. ABSTRACTThe present work shows a literature review on the use and application of the different tools of the Toyota model in the industry in the last five years, emphasized in the most used tools and the most representative variables for the improvement of productive systems. The purpose is to know how different authors use the Lean tools for the improvement of the productive systems and at the same time to know the main barriers existing for their application in the small and medium enterprises (SMEs). For the literature review, it was emphasized in those investigations in which some of the Lean tools involved in the study were applied. As a result of the work, we have a conceptual analysis regarding the Lean tools and the main study variables involved according to the literature.As the main conclusion, the Lean tools comply with the requirements of the contemporary industry, allow to solve problems associated with value analysis, order and cleanliness, flexibility and environmental impacts.

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“…And depending on the situation in which the company is located, these barriers can be seen as an obstacle, but in some circumstances they can also be the driving force of action -e.g. the management of the enterprise, due to the diversity of behaviors and relationships in the enterprise, can act as a inhibitor or driving force for Lean initiatives (Bitkowska, 2017;Alefari et al, 2017).…”

Section: Lean Philosophy -Principles and Their Applicationmentioning

confidence: 99%

Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

Klimecka-Tatar

Kapustka²

2018

Multidisciplinary Aspects of Production Engineering

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The visual management technique used in process improvement, i.e. value stream mapping (VSM) has been presented in the paper. Value stream mapping is one of the basic management tools in the context of Lean Management or Lean Production. It allows to visualize the flow of decision, information, material and their connections in the full production cycle (from the order, through planning, production, to shipping to the customer). VSM is a lean tool that gives the ability to create flows in the process before implementing changes. In this paper, the possibilities of changes planning based on the current and future status maps have been discussed. On the basis of the current state map (CSM), the areas requiring improvement and operations which efficiency is decisive and for the process have been designated. Particular attention has been paid to the possibilities of using VSM in unit production processes. In the paper has been proposed the two possibilities for company development in terms of the improvement technique in line with the Kaizen philosophy as well as the implementation of process innovations. Which means balanced development through the improvement of the existing process or an acute development strategy through the implementation of process innovations (which involves significant costs).

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The Role of Leadership in Implementing Lean Manufacturing

Cited by 103 publications

References 10 publications

The future shop-floor operators, demands, requirements and interpretations

The future shop-floor operators, demands, requirements and interpretations

Uso y aplicación de herramientas del modelo de producción Toyota: una revisión de literatura

Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

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