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The Machine That Changed The World: The Story of Lean Production
... A new mindset and capabilities are also needed, and the effort won't be universally appreciated, at least in the beginning. Ultimately, a leaner finance function will reduce costs, increase quality, and better align corporate responsibilities within the finance function and between Finance and other departments [48,58]. Today, organizations are squeezing their finance functions like never before. ...
... Additionally, there is a dearth of research in the literature on critical success factors (CSFs) that are explicitly designed or connected with financial elements for Lean implementation in small and medium-sized enterprises (SMEs). A thorough review is necessary due to several elements such as staff participation, task dedication, senior management support, training, and financial performance upgrades [58,103,104]. Remarkably, little research discusses staff empowerment [105], increased employee motivation, interests, and abilities [68,99,106,107]. Manoochehri stands out among them for demonstrating how Just-In-Time (JIT) adoption may alter corporate culture [108]. ...
... Achanga [110] Highlighted the financial constraints of small and medium-sized enterprises in the papers, but only a single study identified the available finances as CSF. This would suggest the lack of a definite agreement on the importance of the funds available to SMEs for effective implementation of Lean [30,58,86,111]. A common finding for Lean implementation is the establishment of lean engagement and education among managers and employees of financial departments to prepare them for Lean. [60,87,88,112] agreed with this when they suggested beginning with training and improving employees and managers instead of immersing themselves directly in Lean instruments. ...
The application of the lean principle can play an important role in enhancing the competitiveness and performance of small and medium-sized enterprises (SMEs). The lean principle can reduce the cost of production, maximize resource optimization, and enhance the firm’s ability to provide superior value to the customers. The empirical research studying the effect of the implementation of lean principles in the SMEs has been widely studied. The researchers have used varying amounts of contextual variables as antecedents and consequences of the lean principle implementation in SMEs. The purpose of the present research study is to address this gap by reviewing the literature on Lean implementation in SMEs with a focus on finance-related variables as antecedents and consequences. To achieve the purpose of our study, the current research has employed a systematic literature review as a methodology to collect the studies from academic databases of ABI/INFORM world, Taylor & Francis, Emerald, Sage, Inderscience, Premier, ScienceDirect, and Scopus Business Supplies. The results of the study have yielded insight and knowledge into four different themes. Finally, an area for future research has also been developed.
... Whereas inventory leanness means having a lower inventory level compared with similar-sized firms within the same industry and reflects the operational efficiency and flexibility of a firm (Eroglu & Hofer, 2011;Liu et al., 2023aLiu et al., ,2023b. Operational leanness, on the other hand, refers to an effective multi-dimensional system that incorporates a series of lean practices to integrate manufacturing activities and eliminate waste that disrupts the smooth flow of production (Amin & Karim, 2013;Hofer et al., 2012;Jayaram et al., 2008;Kroes et al., 2018;Shah & Ward, 2003;Soliman et al., 2018;Tortorella et al., 2019;Womack et al., 1991). Therefore, lean strategy is a nuanced construct that reflects firms' competencies by utilizing inputs more effectively. ...
... Studies on lean strategy suggest that, in the logic of lean philosophy, implementing lean strategy could achieve a set of operational benefits, such as cost reduction, higher quality, and shorter lead times (Doolen & Hacker, 2005;Tortorella et al., 2019;Womack et al., 1991). For instance, Ivanov (2021) also assumed that lean production has many advantages, such as global sourcing, agility, and just-in-time. ...
... In the view of lean philosophy, inventory, regarded as waste, adversely influences a firm's operational performance and needs to be eliminated (Doolen & Hacker, 2005;Womack et al., 1991). Therefore, one benefit of inventory leanness is that SMEs can effectively control the resources occupied by inventory because bloated inventory demands large expenditures of firm resources (e.g., physical space, working capital, energy, etc.) and increases inventory management costs (Lin et al., 2018;Wang et al., 2019). ...
... The urgency to deliver results within tight deadlines necessitates streamlined processes and efficient resource utilization. Lean principles offer a structured framework to minimize delays, optimize resource allocation, and enhance overall project efficiency (Womack, Jones, & Roos, 1990). 4 ...
... Lean principles originated from manufacturing but have been increasingly applied to project management to streamline processes, reduce waste, and improve project delivery (Radnor & Walley, 2008). Key principles include continuous improvement, value stream mapping, and waste reduction, which aim to optimize resource utilization and enhance project performance (Womack et al., 1990). ...
... Industry 4.0 is well known for the diversifi cation and power of its tools and techniques, such as the Internet of Things IoT, [7] defended the idea that top management must instill the spirit of teamwork in its employees through a clear commitment to Lean tools and techniques, in order to create a culture of versatility in the organization's internal structure/ staff turnover. collaborators [7]. ...
... Industry 4.0 is well known for the diversifi cation and power of its tools and techniques, such as the Internet of Things IoT, [7] defended the idea that top management must instill the spirit of teamwork in its employees through a clear commitment to Lean tools and techniques, in order to create a culture of versatility in the organization's internal structure/ staff turnover. collaborators [7]. ...
Industry 4.0 covers a wide range of areas, such as production processes, efficiency, data management, consumer relationships, and competitiveness. It is also becoming a topic of academic study, with researchers and scholars exploring various questions related to this revolution. Furthermore, the text mentions the Toyota Production System, which promotes efficiency and effective communication in production operations and introduces the concept of Lean Manufacturing, which aims to reduce costs and increase efficiency. The integration of Industry 4.0 with Lean Manufacturing is referred to as “Lean 4.0”. The method used in this article was a questionnaire sent to manufacturing companies in southern Brazil and analyzed the data obtained through the Multi-Attribute Utility Theory (MAUT), which is presented as a decision-making tool that allows comparing alternatives taking into account multiple criteria. The conclusions of this study show that both the views of senior management and those surveyed consider that the companies involved in this research will be in 5 years, with their Industry 4.0 well developed. On the Lean Manufacturing side, considering only the view of those surveyed, they consider that the companies involved in this study will be in 5 years, with Lean Manufacturing quite developed. The practical contribution of this study shows that the companies participating in the study are committed to adopting advanced manufacturing technologies and practices. This conclusion is important because it indicates that companies are aware of the opportunities and challenges of Industry 4.0 and Lean Manufacturing.
... From the manufacturing perspective, internal flexibility traces back to TPS aiming to eliminate waste that does not add any value from the customer's point of view, acts as a predecessor of lean production (Womack et al., 1990), and later externally extended to organizations and finally to supply chains in decades of 21st century (Duclos et al., 2003;More & Babu, 2008). Traditional literature studies suggest reconfigurability in terms of changeability for quick and cost-efficient addition/removal of resources or products at the equipment, production, and system level, which now has been extended at the supply chain level for design under costefficient, responsive, resilient, sustainable manner and can be considered as the prime concept to incorporate viability (Ivanov, 2020). ...
... Fig 1. Drivers and supply chain major research practices BACKGROUND AND RESEARCH MOTIVATION The academic records illustrating applications and conceptual demonstrations of different SCM (Supply Chain Management) practices were identified and subsequently categorized based on their period of introduction in SCM research.The research developments in lean concepts can be traced back to TPS, byWomack et al. (1990) popularised lean in the book 'The Machine that Changed the World'. Lean practices focus on developing a value stream for eliminating muda, doing more with less, cost reductions, volume-centric production and working well in a stable and predictable demand. ...
Supply chains act as the backbone of the world economy. The ever-increasing challenges and complexities have led to several revolutionary concepts in supply chain practice. This study aims to capture the significant research orientation and practices of supply chains and future alignment with challenges of inexperienced nature. The increasing importance of Hyper- agility, Industry 5.0 considerations and evolving sustainability paradigms have been discussed. This study aims to capture the robustness of current supply chain practices to address future challenges regarding the human-centric Industrial Revolution, extreme time pressure requirements, and incorporating evolving dimensions of sustainable practices in the changing business landscape. Reconfiguration and flexible supply chain strategies have been suggested as the robust platform for future evolving drivers.
... En la literatura económica, se reconoce la importancia del control de costos como un factor determinante para la competitividad empresarial (Kaplan & Anderson, 2007). A su vez, en el ámbito de la ingeniería de producción, se ha desarrollado un conjunto de herramientas y metodologías para optimizar los procesos y reducir los costos asociados a la producción (Womack et al., 1990). ...
... 1. Introducción En el ámbito general del mejoramiento de procesos, la eliminación de desperdicios y creación de valor se fundamentan en la filosofía Lean desarrollada en la industria automotriz. En ella se implementan innovaciones simples que garantizan continuidad en el flujo del proceso y variedad en la oferta de productos ajustados a las necesidades del mercado (Womack et al., 1991). Esta filosofía es convergente con el sector agrícola debido a las necesidades comunes de eliminación de ineficiencias de proceso conocidas como "Muda" (Martins et al., 2023). ...
Improvements in production systems that use the lean manufacturing approach known as “Lean” have the objective of eliminating or reducing waste or process inefficiencies (muda). This approach is increasingly adopted by different industrial sectors, including agriculture. Although Lean improvements are traditionally applied to existing processes from cultivation to distribution, opportunities to intervene in processing wastes (losses) are left aside. This article presents a methodological approach framed in five Lean principles, made up of six activities aimed at the design of new processes that make use of the losses generated by harvesting and agricultural transformation. The methodological approach is applied in a Colombian coffee farm where parchment coffee transformation processes are developed. A parallel losses composting process is designed that transforms defective, green, overripe beans, coffee pulp, mucilage and husk. The results show that by applying the methodological approach on the coffee farm, a level of losses transformation of 86% is achieved. Molting is also reduced for both the current parchment coffee production line and the composting line to 35% and 50% respectively. The main reductions are reprocessing and waiting times. Finally, a 30.3% reduction is obtained in the time of activities that do not add value, making both the current and proposed processes more efficient and with better delivery times.
... Indeed, the blueprints of flexible work organization were developed around industrial work. In the seminal works of Piore and Sabel (1984) and Womack, Jones and Roos (1991), it was argued that the requirements for flexibility, owing to globalization and new information technologies, would turn the logic of the Tayloristic organization upside down, resulting in multi-skilled workers, teamwork and autonomy -a return, in an industrial form, to craft production. While the gender perspective was blatantly missing in these works, it is quite likely that such transformations would primarily benefit male workers. ...
... Our study will seek to analyze how the identification and elimination of MURA, related to irregularity in production; MURI, associated with overloading wagons; and MUDA, which refers to non-value-added activities, can significantly contribute to minimizing waste in the mining production chain. In addition, we will explore how the implementation of these Lean principles can result in substantial gains in overall process efficiency, because as we see in Womack et al. (1990), the most dangerous kind of waste is the waste we do not recognize. ...
... The aim is to eliminate waste thoroughly and improve productivity. In the eld of healthcare, this concept can be used to improve patient waiting time, treatment delays, operational e ciency, cost, processing capacity, quality of medical care, and work environment [3]. ...
In this study, behavioral analysis and improvement plans were performed using Lean Thinking. Utilizing information and communication technology, we considered improving and increasing the utilization rate of magnetic resonance imaging (MRI) examination reservation slots, reducing the number of days waiting for reservations, and reducing examination reservations to other facilities. We visualized the workflow using four tools: Value Stream Map, Standard work, Spaghetti chart, and root cause analysis. Brainstorming was implemented to formulate an improvement plan, which a weekly 15-min meeting was held to discuss daily management and further improvement plans. The number of examination reservations and examinations performed increased by 26% and 19%, respectively, after implementing the improvement plans than before. Furthermore, as detailed improvements continued through daily management, the number of examination reservations s and examinations performed increased by 34% and 28%, respectively, compared with before implementing the improvement plans. The number of waiting days for reservations decreased from an average of 45 days to an average of 5 days, and the number of examination reservations to other facilities reduced from 300 per month to 50 per month. Lean Thinking improves and increases the utilization rate of MRI examination reservation slots, reduces the number of waiting days for reservations, and reduces examination reservations to other facilities. Therefore, it could be applied to improve the throughput in the daily work of medical institutions and the work of the operation system. In addition, using daily management to turn the cycle of Lean Thinking is an important factor in improving operations.
... It is a philosophy that focuses on making small, incremental changes to achieve improvements rather than large, radical transformations (Isniah, et al., 2020). Various philosophies have been applied across the world, including company-wide quality control (Ishikawa, 1984), Plan-Do-Check-Act cycle "PDCA" (Deming, 1986), Toyota Production System "TPS" (Ohno, 1988), Total Productive Maintenance "TPM" (Nakajima, 1989), Six Sigma (Harry, 1998), Lean manufacturing "LM" (Womack, 1990), Total Quality Management "TQM" (Feigenbaum, 1991), Business Process Reengineering "BPR" (Hammer & Champy, 1993) are currently available to help the organization gain competitive advantages in terms of productivity, waste management, quality, time, flexibility, cost (Rajpurohit, 2017). All of these have been referred to as either "quality improvement (QI)" or "continuous improvement (CI)" approaches (Patel, 2020). ...
... Lean Manufacturing originated with the Toyota Production System, and Womack, Jones, and Roos (1990) popularized its principles in their seminal article "The Machine That Changed the World." Subsequent studies, such as Liker's "The Toyota Way" (2004), demonstrates the efficacy of Lean approaches like 5S, Value Stream Mapping (VSM), and continuous improvement (Kaizen) in reducing waste and increasing operating efficiency. ...
This article investigates the use of industrial engineering tools and techniques to improve productivity across a variety of industries. These techniques greatly increase operational performance by systematically eliminating inefficiencies and streamlining operations. Time and Motion Studies, Lean Manufacturing, and Six Sigma are three key methodologies presented for process analysis, waste reduction, and defect mitigation. Ergonomics and Just-In-Time (JIT) Production are highlighted for their contributions to employee well-being and inventory cost savings. Total Quality Management (TQM) and Workload Balancing guarantee that quality is embedded throughout the process and that work is distributed fairly. Supply Chain Optimization and Simulation Modeling are evaluated for their ability to improve logistics and process analysis. The effectiveness of project management techniques such as Gantt Charts, Critical Path Method (CPM), and Program Evaluation and Review Technique (PERT) in project planning and execution is described in detail. Benchmarking allows for a comparison approach to implementing industry best practices, whereas automation and robotics demonstrate the efficiency improvements from technology adoption. Finally, Data Analytics and Big Data are examined in terms of its predictive and analytical powers, which allow for more informed decision making. Collectively, these technologies create a solid foundation for attaining significant productivity gains. The combination of these strategies results in streamlined processes, less waste, higher quality, and greater adaptability in the face of changing industry needs. This extensive examination emphasizes the importance of industrial engineering in increasing productivity and operational excellence.
... Implementing LM improves the utilization of employee skills and knowledge acquisition for problem-solving and process improvement (De Treville and Antonakis, 2006;Womack et al., 1990). Training, for instance, positively influences engagement, job satisfaction and affective commitment (Arunachalam and Palanichamy, 2017;Huo and Boxall, 2017). ...
Purpose
Based on the principles of positive psychology, this study aims to investigate the mediating role of job characteristics (task, knowledge, social and work context) in the connection between lean manufacturing (LM) practices and employee well-being.
Design/methodology/approach
Employee well-being, encompassing job satisfaction, organizational affective commitment and work involvement, is conceptualized as a second-order construct. Using a proposed model, an online survey was administered to 520 participants across 23 operational sectors categories of the Brazilian manufacturing industry. The data is processed using structural equation analysis.
Findings
The research shows that the relationship between LM practices and employee well-being is partially mediated through three out of the four work characteristics (task, knowledge and social). In addition, LM exerts a direct and significant influence on employee well-being.
Practical implications
This study contributes to practical insights by encouraging industrial managers to refine their managerial work design. It highlights the importance of appropriately dimensioning tasks, nurturing social skills to enhance interactions and task execution and optimizing physical facilities to counteract potential initial-stage work intensification during LM implementation.
Originality/value
Previous research about organizational behavior extensively examines happiness at work, focusing on constructs such as well-being, satisfaction, commitment, engagement and motivation, but there is a lack of studies assessing employee well-being in the lean context, particularly from a positive perspective.
... History: Journey from production industry to healthcare industry The term lean was coined by Jon Krafcif, who was the member of MIT International Motor Vehicle Program research team. [6] The concept of lean came from the approach used by the Toyota, Japan. The Japanese companies have contributed significantly in quality management tools including lean methodology. ...
Lean management is a work philosophy of continuous improvement to achieve a smooth work flow by minimizing all kinds of waste
including time, cost and manpower. The concept of lean management started as early as 1980’s and was soon adopted by production industry.
However, incorporation of this concept in healthcare has been very gradual and hesitant, though lean heath care has immense potential to
improve operational performance.
A clinical laboratory, which is essential in practice of evidence-based medicine, can be efficiently managed using lean management concept.
Only a few publications in English literature have studied the effect of implementation of lean management in a clinical laboratory. There
are certain challenges that a health care manager is likely to face in the implementation of lean management in clinical laboratory especially
in developing nations. The present review discusses the implementation of lean management in a clinical laboratory with identification of
various steps which require lean thinking.
... Manufacturing Principles: The focus on efficiency, waste reduction, and continuous improvement in the Robotic Elephant Theory aligns with Lean Manufacturing principles (Womack et al., 1990). ...
The Robotic Elephant Theory proposes a
conceptual business framework that synthesizes
the resilience of elephants with the transformative
capabilities of robotics. In this metaphorical
approach, businesses are encouraged to cultivate a
strong and adaptable foundation, seamlessly
integrate technological innovation, foster
collaborative ecosystems, prioritize customercentric
design, embrace environmental
consciousness, and commit to continuous
learning. The theory envisions a harmonious blend
of traditional strength and modern agility, guiding
businesses to navigate the complexities of the
contemporary business landscape effectively.
... Four decades after the popularisation of the term "lean production" through the book "The Machine that Changed the World" (Womack, Jones & Roos, 1991), seeing that this term, far from declining, remains fresh in business practice, it is a good time for writing review papers. On the one hand, aiming at assessing what aspects of the subject have been researched (an example can be found in Gil-Vilda et al., 2021) and the methodological approaches taken in order to produce a structured synthesis. ...
After four decades of successful spread of lean production, fundamental practices such as heijunka and jidoka seem rarely mentioned in Spanish forums. This paper explores, through
a systematic review of the literature, the scientific production carried out by Spanish researchers related to the heijunka and jidoka methodologies. The papers reveal two strong research streams that allow the technological development of both practices and their application in Industry 4.0. However, further studies are required on industrial settings. The diffusion of both techniques in Spanish manufacturing plants can be felt intuitively, but not enough data are
available for their characterization.
... The suggestion of this work is based on reducing the basic structure, betting on the centralization of services, retaining the best and most qualified personnel, and developing the necessary measures to establish a satisfactory compromise for all parties involved. The suggested restructuring should follow the Lean philosophy (Womack et al., 1991), which allows for an analysis of where and what can be reduced (eliminating waste of resources). ...
The Portuguese public sector institutions, including the Armed Forces, are facing increasing cost reductions due to budget cuts resulting from economic crises and the pandemic scenario. Although Lean thinking aims to reduce waste and improve customer satisfaction through continuous improvement, its implementation often faces challenges. The Portuguese Air Force was a pioneer in applying Lean methodology, achieving positive results in crucial areas, and extending this methodology to other Armed Forces institutions could contribute to better use of national resources. This paper explores the implementation of Lean philosophy in the Portuguese Armed Forces, specifically in the recruitment, integration, and retention of talent in Cyber Security. Centralizing and simplifying processes and resources, as well as resolving challenges inherent to the area, maybe the right approach to respond to the implications on National Security and Defense, providing necessary resources for the capture, training, and maintenance of essential Cyber teams and processes. The mentality based on work processes needs to change to speed up the use of resources and the behaviour of executing elements.
... Key aspects of Lean include waste reduction, value stream mapping, just-in-time production, continuous flow, kaizen (continuous improvement), standardized work, and visual management. Lean has proven successful in various industries, driving improvements in productivity, lead time reduction, and customer satisfaction [32][33][34][35][36][37]. ...
This chapter provides an overview of the significance of Quality Control (QC) and Quality Assurance (QA) in ensuring product and service quality, meeting customer requirements, and achieving organizational objectives. QC involves monitoring and maintaining quality, while QA ensures compliance with specified requirements. The chapter explores various techniques for QC and QA, such as Statistical Process Control (SPC), Six Sigma, Lean Manufacturing/Management, Failure Mode and Effects Analysis (FMEA), Quality Audits, and Inspections, enabling consistent quality, waste reduction, customer satisfaction, and continuous improvement. Additionally, it discusses the applications of computer-aided Quality Control (CAQC) and Quality Assurance (CAQA) technologies in healthcare, manufacturing, service, construction, and food industries, highlighting benefits like real-time monitoring and improved decision-making. Challenges in implementing CAQC and CAQA, including costs and change management, are addressed. Popular techniques and tools in CAQC and CAQA are mentioned, with recommendations for software and tool selection and integration. Future trends in computer-aided Quality Control and Quality Assurance are also explored. Overall, this chapter emphasizes the importance of QC and QA in achieving quality and organizational success across industries.
... Even though Toyota continued to rank at the top of the automotive industry in quality and efficiency metrics, interest in the Toyota Production System was on the wane. However in 1990, a landmark case study conducted by MIT was published in The Machine That Changed the World by Womack et al. (1990). This study compared American, European, and Japanese automobile manufacturing techniques and concluded in no uncertain terms that the Japanese methods, particularly those of Toyota, were vastly superior. ...
The terms pull and lean production have become cornerstones of modern manufacturing practice. However, although they are widely used, they are less widely understood. In this paper, we argue that while the academic literature has steadily revealed the richness of the pull/lean concepts, the practitioner literature has progressively simplified these terms to the point that serious misunderstandings now exist. In hopes of reducing confusion, we offer general, but precise definitions of pull and lean. Specifically, we argue that pull is essentially a mechanism for limiting WIP, and lean is fundamentally about minimizing the cost of buffering variability.
... This strategy ensures that capabilities are developed to respond quickly to unpredictable changes in demand and supply (downstream/upstream flows). [7,8,[15][16][17][18][19][22][23][24][25][26][27][28][29][30][31][32][33][34][35][36][37][38] Supply chain performance pertains to creating and applying metrics for the comprehensive evaluation of the collective and individual performances of each participant within the supply chain. All entities engaged in the supply chain should adopt a comprehensive and equitable strategy to recognise and gauge factors crucial for the entire supply chain [39]. ...
Previous research has identified metrics that are applicable to both lean and agile strategies and has hypothesised that financial and efficiency metrics are more relevant to the lean supply chain strategy, while customer service and flexibility metrics are more relevant to the agile supply chain strategy. These metrics need to be assessed empirically to confirm their relevance and validate these hypotheses. Drawing upon contingency theory, which mandates that supply chain performance metrics should vary based on the supply chain strategy, the research methodology resulted in developing a survey instrument that has been subsequently tested in 45 large enterprises and analysed by Partial Least Square-Path Modelling using XLSTAT software v.2020.4. The results support the existing beliefs and suggest that financial and efficiency indicator sets are more applicable to the lean supply chain strategy, whereas customer service and flexibility indicator sets are more pertinent to the agile supply chain strategy. This research distinguishes itself, through its novelty, in validating an adaptable framework for supply chain performance metrics, acknowledging the necessity of developing a suitable supply chain performance system. Ultimately, the findings of this research might serve as an initial foundation for practitioners in shaping the design of supply chain performance systems since the strong relationship between SC strategies and specific metrics may serve as a strategic approach to evaluate and improve performance.
... By doing so, future research could then reevaluate the interdependency of the lean strategies, the lean organization or systems resulting from it, and the impact of the interdependency on the outcomes. Paradoxically, this was a question addressed by early studies of lean, from the most positive (Womack et al., 1990) to the most pessimistic (Boyer and Freyssenet, 2000). The fact that this question endures -and not the issue of the "perimeter of validity" of lean, which was the other issue raised early by lean critics (Freyssenet et al., 2012) -testifies to the success of lean on the ground. ...
The authors offer a view of lean as a strategy based on an emergent process of learning. The view of lean as a strategy departs from current research substantially. First of all, it positions lean in the realm of strategic management and not in operations management or related disciplines. Second, by focusing on learning, it does not distinguish the phase of strategy development from the phase of strategy execution. The authors urge scholars and managers alike to keep studying lean through the prism of strategy by adopting an emergent learning perspective. They argue that this will help to capture the essence of lean as a competitive weapon.
... Lastly, Lean aims to foster a continuous improvement culture within firms through continuous improvement in operations. In practice, it is pertinent to note that Lean thinking can be deployed to a wide range of situations through different techniques [24]. Aside from these, there are many other methods to employ, such as VSM, 5S, visual control, war on waste, why-why analysis, standard work, poke yoke, spaghetti diagrams, and kanban. ...
... La producción lean (Womack et al, 1990) se emplea en muchas empresas como una herramienta para mejorar su productividad en cuanto a coste y cumplimiento de estándares de calidad y entregas. Este sistema productivo tiene como objetivo contribuir a un mayor entendimiento en cuanto a la relación entre las operaciones medioambientales y los procesos de gestión mediante la participación del trabajador (Rothenberg, 1999). ...
... Это позволяет АО "Узавтосаноат" повысить свою прибыльность и конкурентоспособность на рынке. 2 Составлено автором на основании данных Агентства статистики при Президенте Республики Узбекистан https://stat.uz/ru 3 Официальный сайт АО "Узавтосаноат" https://uzavtosanoat.uz/ 4 ...
Исследование “Предприятие автомобильной промышленности как объект реализации концепцииустойчивого развития” анализирует роль предприятий автомобильной промышленности в рамках концепцииустойчивого развития. Оно подчеркивает необходимость учета факторов устойчивости, таких как экологическаясовместимость и энергоэффективность, во всех аспектах производства и деятельности предприятий автомо-бильной отрасли. Авторы статьи описывают важность сотрудничества с государственными органами, научнымиинститутами и другими заинтересованными сторонами для достижения устойчивого развития автомобильнойпромышленности. Исследование также указывает на потенциал предприятий автомобильной промышленности всоздании устойчивых бизнес-моделей и необходимость информирования всех заинтересованных сторон о прин-ципах устойчивого развития.
... Die Annahme, dass "(stilisierte) Bilder und Graphiken die vermeintlich unmittelbare Repräsentation der Wirklichkeit erzeugen und so eine kaum hinterfragte Evidenz" (Duttweiler 2018, S. 266) vermitteln, verliert ihre Gültigkeit allerdings bis heute nicht. Bilder wirken anders als Sprache (Böhm 2008), indem sie "unmittelbar evident erscheinen" (Duttweiler 2016, S. 233 (Womack et al. 1990) auch der für Wandlungs-und Innovationsfähigkeit notwendige organizational slack (Cyert und March 1995, S. 182 f.) geopfert wird oder der Abstimmungsbedarf in agilen Organisationen durch den Rückbau von Strukturen mehr Umständlichals Beweglichkeit bedeutet (Kühl 2023). Vor dem Hintergrund, dass die "Null-Puffer-Zielsetzung" (Jürgens 1992, S. 268) verschlankter Organisationsabläufe im Lean Management genauso wie der Glaubenssatz der Agilität längst unter Plausibilitätsdruck geraten ist, realisieren Visualisierungen in Organisationen inzwischen eine Reihe weiterer Funktionen, die über das Adressieren direktiver Handlungsvorgaben hinausgehen. ...
Zusammenfassung
Der Beitrag der Zeitschrift „Gruppe. Interaktion. Organisation (GIO)“ analysiert die Funktion von Visualisierungen als methodisches Gestaltungsprinzip der Zusammenarbeit in Organisationen. Visualisierungen werden gegenwärtig eingesetzt, um ko-kreative Prozesse zu unterstützen und zu systematisieren. So soll im Design Thinking die Arbeit an und vor Leinwänden die Internalisierung organisationaler Umwelten ermöglichen, realisiert sie im Business Modelling anspruchsweise die Demokratisierung von Unternehmertum oder soll sie in der Anwendung des Operating System Canvas die ko-kreative Aushandlung von Leitlinien der Zusammenarbeit unterstützen. Durch dieses Vorgehen wird ein erneuter Visual Turn der Managementlehre und damit eine Verschiebung beim Einsatz von Visualisierungen sichtbar: Mithilfe einer theoriesystematischen Analyse zeigt der Beitrag, dass sich die Verwendung von Visualisierungen von einem steuerungsaffinen Modus struktureller Handlungsvorgaben zu einem methodischen Prinzip wandelt, das ko-kreative, ergebnisoffene Aushandlungsprozesse zum Mittel der organisationalen Zukunft macht. Organisationsprozesse sollen auf Leinwänden sichtbar und dadurch als Gegenstand gemeinsamer Aushandlung verfüg- und veränderbar werden.
... In the book The Machine that Changed the World [38], it is stated that if Lean manufacturing tools are properly understood and then implemented in a company, by implementing them, it is possible to achieve: ...
The world is undergoing dynamic changes. For businesses, it brings positives, but also negatives. The positive is the global market for business. The downside of the global market is the increasing competitive pressure. Large enterprises with serial production who are setting production for a longer period ahead are not so noticeable. Small companies are the most vulnerable. There are various tools or overall approaches to business management that allow them to increase work efficiency or production productivity or eliminate waste. In recent years, one can see an increase in the popularity of Lean or Six Sigma. Their contribution to businesses cannot be disputed. Most of the tools and approaches to support business management are oriented or based on the conditions of serial production. Small businesses with piece production are at a disadvantage here. It was this fact that motivated us to focus on piece production and to find space for the implementation of supporting tools that could be helpful. Our research has shown that there are tools that can be applied in the conditions of piece production. The application of the identified tools proved that the results achieved in reducing production times or increasing productivity are unmistakable.
... LO se apoya en una serie de herramientas y técnicas que ayudan a lograr la eficiencia en los procesos administrativos. Algunas herramientas más comunes son las siguientes (Womack et al.,2019): ...
El sector público, al igual que el sector privado, ha buscado formas de mejorar su eficiencia y productividad. Una metodología que ha ganado popularidad en las organizaciones es Lean Office, una adaptación de los principios de Lean aplicados originalmente en la industria manufacturera, que busca optimizar los procesos administrativos y eliminar desperdicios en el entorno de oficina. En este trabajo se realizó una revisión de la literatura con el objetivo analizar la aplicación de Lean Office en el sector público y en las organizaciones cuya actividad principal esté relacionada con los servicios. Se examinaron los fundamentos del Lean Office, sus componentes clave y algunos estudios de casos exitosos en aplicaciones de esta metodología en instituciones del sector público, tales como la milicia, el sector salud, las instituciones educativas, entre otros; así como en empresas con actividades de servicio, tales como proveedoras de servicio eléctrico, instituciones financieras y áreas de apoyo en la industria de la manufactura. Se encontró que la aplicación de Lean Office en estos entornos administrativos permite la reducción de gastos, la disminución de tiempos de respuesta y de proceso y el incremento en la satisfacción de los clientes o usuarios. Además, se discuten las implicaciones y los desafíos potenciales en la implementación del Lean Office en entornos administrativos, analizando sus beneficios, desafíos y resultados obtenidos en diversas organizaciones públicas.
... Waste means any activity that does not create value from the customer's point of view, that is, that she/he is not willing to pay for. TPS has become better known with the publication, in 1990, of the bestseller by MIT researchers, The Machine That Changed the World (Womack, Jones, and Roos 1990). ...
... The principle of lean manufacturing is derived from the "Toyota Production System" (TPS) (Monden, 1983). The concept of TPS was primarily heard in the late 1970s (Sugimori et al., 1977) and then it gained more popularity under the title "lean production" through one book written by Womack in 1990 entitled "The Machine That Changed the World" (Womack et al., 1990). Womack and Jones were the first who suggest the deployment of lean principles and practices (Gijo et al., 2013). ...
Purpose
Lean Six Sigma (LSS) implementation follows a structured approach called define-measure-analyze-improve-control (DMAIC). Earlier research about its application in emergency healthcare services shows that it requires organizational transformation, which many healthcare setups find difficult. The Kotter change management model facilitates organizational transformation but has not been attempted in LSS settings till now. This study aims to integrate the LSS framework with the Kotter change management model to come up with an integrated framework that will facilitate LSS deployment in emergency health services.
Design/methodology/approach
Two-stage Delphi method was conducted by using a literature review. First, the success factors and barriers of LSS are investigated, especially from an emergency healthcare point of view. The features and benefits of Kotter's change management models are then reviewed. Subsequently, they are integrated to form a framework specific to LSS deployment in an emergency healthcare set-up. The elements of this framework are analyzed using expert opinion ratings. A new framework for LSS deployment in emergency healthcare has been developed, which can prevent failures due to challenges faced by organizations in overcoming resistance to changes.
Findings
The eight steps of the Kotter model such as establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, institutionalizing new approaches are derived from the eight common errors that managers make while implementing change in the institution. The study integrated LSS principles and Kotter’s change management model to apply in emergency care units in order to reduce waste and raise the level of service quality provided by healthcare companies.
Research limitations/implications
The present study could contribute knowledge to the literature by providing a framework to integrate lean management and Kotter's change management model for the emergency care unit of the healthcare organization. This framework guides decision-makers and organizations as proper strategies are required for applying lean management practices in any system.
Originality/value
The proposed framework is unique and no other study has prescribed any integrated framework for LSS implementation in emergency healthcare that overcomes resistance to change.
... The manufacture-based lean system is a group of techniques approved to classify wastes so that they are removed (Anvari, et al., 2010). In other words, Womack et al. (1990) asserted that once the lean approach is adopted, all matters and things in the entire industry-choices are changed for consumers, the work character, and manufacturing fortune by uniting the profits of huge capacities and production. ...
The current study aimed at exploring the impact of supply chain internal and external integration on the operational performance of manufacturing companies operating in Jordan, as well as addressing the possibility of a mediation effect of lean operations and practices on the proposed relationship. Achieving the study objectives necessitated using the deductive approach and the descriptive survey approach. Using a well-designed questionnaire, the primary data was collected from a 315-manager sample randomly selected from the companies. Accordingly, the nature of how supply chain integration, lean operations, and operational performance impact each other was investigated. The study results revealed that integrating the supply chain both internally and externally could increase the opportunity to attain a more desirable operational performance, particularly in terms of quality performance measures. Moreover, in the vein of adopting lean practices among manufacturing companies, a positive mediation effect was found. Thus. In light of these results, it is concluded that lean operations, as a mediating variable, positively influence the association between internal and external supply chain integration on quality measures of operational performance. the authors; licensee Growing Science, Canada.
This study is comprehensive. It looks at how lean manufacturing concepts transform industrial processes. They make them efficient and cut waste. The study uses real-time data to back up its findings. The Toyota Production System is rooted in lean manufacturing. It emphasizes creating value, cutting waste, and improving. The research delves into key lean principles. These include just-in-time production, value stream mapping, 5S, and Kaizen. It also covers their practical use in many industrial settings. The method involves a detailed analysis of case studies and data. It uses real-time data from many manufacturing sectors. We used advanced data analytics and IoT (Internet of Things). They let us track and improve production in real time. They provided a dynamic view of lean implementation. This approach allowed for the quick finding and fixing of inefficiencies.
ภูมิหลังและวัตถุประสงค์: การดำเนินงานของชุดโครงการการส่งเสริมประสิทธิภาพการผลิตและเพิ่มมูลค่าผักอินทรีย์ใน เขตปฏิรูปที่ดินอำเภอวังน้ำเขียว จังหวัดนครราชสีมา เป็นส่วนหนึ่งของกรอบการประเมินตามนโยบาย บริหารมุ่งผลสัมฤทธิ์ ซึ่งทำให้หน่วยงานสามารถประเมินความคุ้มค่าในการดำเนินงานของโครงการฯ ซึ่งจะ เป็นประโยชน์ต่อหน่วยงาน เพื่อนำเสนอโครงการต่างๆ ที่เกี่ยวเนื่องกับนโยบายหลักได้อย่างต่อเนื่อง ตามลำดับขั้น การศึกษาครั้งนี้มีวัตถุประสงค์เพื่อศึกษาประเมินบริบท ปัจจัยนำเข้า กระบวนการ และผลผลิตของชุดโครงการการส่งเสริมประสิทธิภาพการผลิตและเพิ่มมูลค่าผักอินทรีย์ในเขตปฏิรูปที่ดินอำเภอ วังน้ำเขียว จังหวัดนครราชสีมา ระเบียบวิธีการวิจัย: กลุ่มตัวอย่าง คือ 1) ผู้จัดทำ 2) ผู้มีส่วนร่วมในการดำเนินงาน และ 3) ผู้มีส่วนได้ส่วนเสียที่มีความเกี่ยวข้องกับดำเนินงานชุดโครงการส่งเสริมประสิทธิภาพการผลิตและ การเพิ่มมูลค่าผักอินทรีย์ในเขตปฏิรูปที่ดินอำเภอวังน้ำเขียว จังหวัดนครราชสีมา โดยวิธีการสุ่มตัวอย่างแบบ เจาะจง จำนวน 40 ราย สำหรับการเก็บรวบรวมข้อมูลที่ใช้ในการวิจัยครั้งนี้มีทั้งข้อมูลปฐมภูมิ และข้อมูล ทุติยภูมิจากข้อมูลเอกสารของหน่วยงานต่าง ๆ ที่เกี่ยวข้อง ด้านการวิเคราะห์ข้อมูลใช้การวิเคราะห์ข้อมูลเชิงคุณภาพ ผลการวิจัย: ภาพรวมโครงการส่งเสริมประสิทธิภาพการผลิตและการเพิ่มมูลค่าผักอินทรีย์ ในเขตปฏิรูปที่ดินอำเภอวังน้ำเขียว จังหวัดนครราชสีมา จึงมีความสอดคล้องกับนโยบายระดับประเทศ โครงการมีการสอบถามความต้องการของกลุ่มประชากรที่เกี่ยวข้องทุกฝ่ายก่อนที่จะนำโครงการ มาดำเนินการในพื้นที่ โครงการมีเป้าหมายและวัตถุประสงค์โครงการที่ชัดเจนเหมาะสม และมีการประชุม ชี้แจงวัตถุประสงค์แก่คณะทำงานและผู้มีส่วนเกี่ยวข้องก่อนการดำเนินการ ตลอดจนมีการประสานงานและ ขอความร่วมมือกับสหกรณ์กสิกรรมไร้สารพิษในเขตปฏิรูปที่ดิน (โครงการพระราชดำริ) ผู้นำชุมชน และ ผู้มีส่วนเกี่ยวข้องก่อนการดำเนินการ และให้เกษตรกรหรือคนในชุมชนมีส่วนร่วมในการดำเนินโครงการ ส่งผลให้เป้าหมายของโครงการนำไปสู่การปฏิบัติได้ และการประชาสัมพันธ์ขอความร่วมมือทำให้ทุก ภาคส่วนในชุมชนให้การสนับสนุนการดำเนินโครงการเป็นอย่างดี สรุปผล: ข้อค้นพบของการศึกษาเน้นถึงความสำคัญของภาพรวมโครงการในการเพิ่มประสิทธิภาพการผลิตและเพิ่มมูลค่าให้กับสินค้าเกษตรในเขตปฏิรูปที่ดิน นอกจากนี้ กลยุทธ์เชิงรุกของการมีปฏิสัมพันธ์กับฝ่ายที่เกี่ยวข้อง การสร้างวัตถุประสงค์ที่ชัดเจน และการสนับสนุนการมีส่วนร่วมของชุมชนไม่เพียงรับประกันความสำเร็จในการดำเนินโครงการ แต่ยังได้รับการสนับสนุนในวงกว้าง ทำให้ง่ายต่อการบรรลุเป้าหมายของโครงการและส่งเสริมการพัฒนาการเกษตรที่ยั่งยืน
This article investigates the ongoing transition in automation and its implications for employee engagement. Examining the evolving landscape of automated technologies in the workplace, the abstract highlights the shifting dynamics in job roles and responsibilities. It explores the challenges and opportunities this transition presents for employee engagement, emphasizing the importance of fostering a supportive and adaptable work environment. The abstract sets the stage for an in-depth analysis of strategies to enhance employee engagement amidst the transformative impact of automation.
A gestão em educação e saúde deve pautar suas ações em informações confiáveis e que demonstrem a realidade. A falta de profissionais capacitados, treinamento, ensino/aprendizagem em gestão de práticas enxutas e o tempo de espera dos pacientes, são fatores negativos que impactam o atendimento e assistência à saúde, causando superlotação, evasão, agravamento dos casos e eventuais mortes, notadamente em Unidades de Pronto Atendimento (UPA 24h). O objetivo deste trabalho é demonstrar uma práxis educacional inovadora com os resultados das melhorias no atendimento aos pacientes após a implementação do Lean Healthcare e do Fast Track em 50 UPA, em 18 estados brasileiros (projeto denominado Lean na UPA). A estratégia é promover o bem-estar das pessoas necessitadas de assistência médica emergencial e salvar vidas. Conforme pesquisa exploratória quali quanti dos dados coletados, os resultados alcançados com a aplicação dos princípios do Lean Healthcare, computaram 1790 ações de melhores práticas, 119.938 horas de capacitação, 43 Objetos de Aprendizagens, redução de 30% no tempo de permanência dos pacientes e uma abrangência populacional estimada em 33.769.300 de pessoas, durante o período de 2022/2023. A formação continuada, métodos e ferramentas oriundos da aplicação da metodologia Lean demonstraram um redirecionamento das ações que mitigam o risco de agravamento dos casos ou mesmo de morte, particularmente a diminuição do tempo de permanência dos pacientes nas UPA 24h. Essa práxis é fundamental para o monitoramento, melhoria dos indicadores de desempenho e da qualidade dos serviços públicos de saúde e atenção básica, em conformidade com o objetivo de uma UPA.
The objective of this study is to conduct a systematic literature review to identify the barriers and critical success factor that influence in implementation of Lean Supply Chain Management (LSCM) practices in industry. Through this systematic literature review (SLR), it is expected to identify the main gaps related to LSCM implementation in industry and discuss the relevance of research in this topic for indicating the future research direction. A SLR was developed and determined, which involved the selecting of keyword, developing of research question, searching and evaluation of literature for 53 research articles. The content of present of literature was reviewed, critically analysed and synthesised from the perspective of barrier and critical success factors that influence the implementation of LSCM. This study reveals that relationship with supplier, commitment and support by top management are the key critical success factor in lean implementation. Furthermore, the results showed that lack of management commitment and leadership, lack of training and skills, lack of system view or strategy are the barriers in lean implementation. Based on the extensive systematic review of literature, we found of the consistency data between Barriers and Critical Success Factor. This study extends previous studies on LSCM, strengthens the body of knowledge on the issue and consolidates the key LSCM activities, barriers and critical success factors associated with its implementation. The clear identification of these topics can allow researchers and practitioners to predict occasional problems and to set the right standards for the implementation of LSCM.
The Portuguese public sector organizations are increasingly concerned about cost reduction, not only because of the constant budget reductions due not only to the economic crises settled in the country but also to the pandemic scenario whose consequences are still unknown and unpredictable. In addition, an increasing concern is a circularity that contributes to a more sustainable world through focus on resource cycles approaches. In this context was conducted a systematic review and skimming of papers for relevance based on Lean techniques applied to the Portuguese aeronautic industry, using the Online Knowledge Library (b-on) and national university’s repositories. Aiming to identify Lean critical factors resulting from Lean techniques implementation in the sector, the results of the literature review determined as main difficulties founded during all the process, include the existence of several hierarchical dependencies, being a pioneer in their implementation, the lack of motivation of the workers, the lack of training, misalignment of goals and resistance to change, resulting in loss of function control, operational instability and setbacks. Nonetheless, Lean implementation also revealed important advantages, such as human resources reduction, resource optimization, elimination of task duplication, process simplification, and warehouse space optimization. Although the present study has a theoretical approach, all critical factors presented were tested on empirical-based studies proving evidence about their validity.
Lean production revolution started in manufacturing with origin in the Toyota Production System (TPS). Since Womack, Jones, and Roos (1990) announced this concept as a new production paradigm, various industries including the Architecture, Engineering and Construction (AEC) Industry have paid attention to its possible applications. While design, engineering and building practices in AEC are substantially different from manufacturing, the ideas drawn from Lean Production can be tailored for the AEC environment. The synthesis of lean production principles and techniques applied in AEC form the basis for a Lean Project Delivery System™ (LPDS). The principles of LPDS and Building Information Modeling (BIM) technologies offer new approaches and opportunities to improve the quality, cost, schedule and productivity of building products in a highly fragmented multi-disciplinary sector. The case study presented in this chapter provides an overview of the synergy between the principles and tools of LPDS with BIM technologies used at the California Pacific Medical Center’s (CPMC) Cathedral Hill Hospital (CHH) project in San Francisco, California.
Digital and AI-based technologies provide new tools to discipline workers, intensify monitoring, and deskill jobs. This article asks under what conditions these technologies can instead be used to generate mutual gains for employers, workers, and the broader public. Two developments are discussed, which provide opportunities for new coalitions in support of strengthened collective worker voice in technology adoption and deployment. First, the growing use of these tools in a range of service occupations provides opportunities for coalitions with customers or service users focusing on technologies' impact on service quality. Second, the importance of worker knowledge and skills as both inputs to and output of new AI-based technologies provides opportunities for a more collaborative approach to improving their accuracy and performance. To realize these opportunities for mutual gains, governments and labor unions first need to place institutional constraints on employers that strengthen bargaining rights and that protect minimum employment standards, workers' privacy and control over data, and job security.
During the entire 20th century, interest in work and work life as a cultural phenomenon was central to the development of Ethnology as an academic discipline: from an interest in the work and tools of peasant communities, to extensive research on different occupational cultures, including working class ones, to a focus on the processes of professionalization and on policy changes that have an impact on working life. However, with labor market changes in neo-liberal society, such as increasing requirements of flexibility, measurability, efficiency, and implementation of evidence-based practices, ethnological interest in work seems to have waned. In this special issue, we wish to stress the importance of this field of study to Ethnology, and urge the resumption of research in it, which would include posing vital questions about how changes in working life are articulated, implemented and experienced. There is a need for new analytical "takes" on how work life and everyday life intertwine in neo-liberal society. How are work situations influenced by the interjection of new discursive ideals and logics? How are the identities and subjectivities of employees affected? How are new power structures formed and old ones reproduced? With a variety of contributions in this issue that draw on a range of organizational and professional contexts, we aim to highlight the impact these changes in working life have had in the everyday lives of people both inside and outside such settings.
There is hardly a business firm that is not engaged in performance measurement. In a supply chain context, performance measurement does not merely deal with the performance of a single firm. Bilateral relations and the performance of the supply chain as a whole are moving to the center of attention.
Performance measurement serves the attainment of business goals. Supply chain-related goals are to increase efficiency, improve quality, speed, agility, and service focus. In order to emphasize the network aspect, the cooperation quality, the trust basis and the exchange of information between partners should be strengthened. The chapter provides a selection of performance measures and indicators for these supply chain-related performance characteristics, discusses their strengths and weaknesses, and their application in performance measurement systems.
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