Exploring lean implementation success factors in job shop, batch shop, and assembly line manufacturing settings

This study was motivated by the differences in manufacturing settings, which provide challenges for those organizations undertaking a lean implementation. The levels of applicability of sixteen lean tools were examined in three different manufacturing settings: a job shop, a batch shop, and an assembly line. Specifically, this study explored the perceptions of managers familiar with lean regarding which lean tools were associated with better operational performance. The level of satisfaction with the lean programs in each of the three manufacturing settings was explored as well. The data were collected through a survey that was emailed to one thousand managers working in manufacturing companies located in the US. The results revealed that different lean tools are used at different levels in the three manufacturing settings, and the lean tools contributing most to the group differences were Heijunka (HEIJ), Just in Time (JIT) and Kaizen (KAIZ). The analysis revealed statistically significant positive relationships between the perceived operational performance of firms in job shop and batch shop settings and the implementation of Workers Involvement (WINV) and Muda Elimination (MUDA) lean tools. Assembly line settings had statistically significant positive relationships with the implementation of Standardized Work (STANDW) and Value Stream Mapping (VSM). The results highlighted the importance of Workers Involvement(WINV), which is consistent with prior work. The managers’ satisfaction with the lean program was most associated with the implementation of Heijunka (HEIJ) in a job shop setting, Workers Involvement (WINV) in a batch shop setting, and Continuous Flow (CONTFL) in an assembly line setting. This study presents a decision-making mode l which can be helpful in the successful implementation of the lean paradigm in each of the three manufacturing settings. A number of recommendations for future research are proposed

Transitioning to a Lean Enterprise: A Guide for Leaders, Volume I, Executive Overview

This Transition-To-Lean Guide is intended to help your enterprise leadership navigate your enterprise’s challenging journey into the promising world of “lean.” You have opened this guide because, in some fashion, you have come to realize that your enterprise must undertake a fundamental transformation in how it sees the world, what it values, and the principles that will become its guiding lights if it is to prosper — or even survive — in this new era of “clock-speed” competition. However you may have been introduced to “lean,” you have undertaken to benefit from its implementation

Introduction to Production: Philosophies, Flow, and Analysis

Production is a fundamental societal and economic activity. Production has to do with the transformation of raw materials into useful objects and includes the knowledge to complete the transformation effectively. Thus, production is a board topic ranging from philosophies about how to approach production such as lean and quick response manufacturing, how to organize production facilities, how to analyze production operations, how to control the flow of materials during production, the devices used to move materials within a facility, and strategies for coordinating multiple production facilities. An integrated introduction to production is presented in a set of learning modules. In significant part, these learning modules are based on over 20 years of interactions with the professional production community in the West Michigan region where Grand Rapids and Holland are the principal cities. This community consists almost exclusively of small and medium size companies engaged primarily in high mix, low volume manufacturing. Students in the Bachelor of Science in Engineering and Master of Science in Engineering programs at Grand Valley State University often work in production for these companies. Thus, interactions are facilitated particularly though master’s degree capstone projects, several of which are referenced in the learning modules. The learning modules are well-grounded in established production concepts. Emphasis is placed on proven procedures such as systematic layout planning, factory physics, various production flow control techniques such as kanban and POLCA, and discrete event simulation. Professional practice is a focus of the learning modules. Material from processional groups such as the Lean Enterprise Institute and the Material Handling Institute (MHI) is integrated. The opportunity to read and discuss professional publications presenting production improvement projects is provided. Students are referred to professional videos and web sites throughout the learning modules. All materials provided are referenced are open access and free of charge. When downloading the main file, it is important to also download and use the Main File Support as it contains supplemental materials.https://scholarworks.gvsu.edu/books/1022/thumbnail.jp

Exploring lean production in the flexible manufacturing systems environment: some tensions between features of advanced manufacturing technologies and new wave manufacturing strategies

Exploring lean production in the flexible manufacturing systems environment: some tensions between features of advanced manufacturing technologies and new wave manufacturing strategie

Summary of Research Conducted by the Manufacturing Systems Team 1994-2002

The Manufacturing Systems team was one of the research teams within the Lean Aerospace Initiative (LAI) whose goal was to document, analyze and communicate the design attributes and relationships that lead to significant performance improvements in manufacturing systems in the defense aerospace industry. This report will provide an integrated record of this research using the Production Operations Transition to Lean Roadmap as its organizing framework

Understanding and improving the manufacturing and changeover process in Saudi Arabian business - a multiple case study approach

The importance of the changeover process in the manufacturing industry is becoming widely recognised. Changeover is a complete process of changing between the manufacture of one product to manufacture of an alternative product until specified production and quality rates are reached. The initiatives to improve changeover exist in industry, as better changeover process typically contribute to improved quality performance. A high-quality and reliable changeover process can be achieved through implementation of continuous or radical improvements. This research examines the changeover process of Saudi Arabian manufacturing firms because Saudi Arabia’s government is focused on the expansion of GDP and increasing the number of export manufacturing firms. Furthermore, it is encouraging foreign manufacturing firms to invest within Saudi Arabia. These initiatives, therefore, require that Saudi manufacturing businesses develop the changeover practice in order to compete in the market and achieve the government’s objectives. Therefore, the aim of this research is to discover the current status of changeover process implementation in Saudi Arabian manufacturing businesses. To achieve this aim, the main objective of this research is to develop a conceptual model to understand and examine the effectiveness of the changeover process within Saudi Arabian manufacturing firms, facilitating identification of those activities that affect the reliability and high-quality of the process. In order to provide a comprehensive understanding of this area, this research first explores the concept of quality management and its relationship to firm performance and the performance of manufacturing changeover. An extensive body of literature was reviewed on the subject of lean manufacturing and changeover practice. A research conceptual model was identified based on this review, and focus was on providing high-quality and reliable manufacturing changeover processes during set-up in a dynamic environment. Exploratory research was conducted in sample Saudi manufacturing firms to understand the features of the changeover process within the manufacturing sector, and as a basis for modifying the proposed conceptual model. Qualitative research was employed in the study with semi-structured interviews, direct observations and documentation in order to understand the real situation such as actual daily practice and current status of changeover process in the field. The research instrument, the Changeover Effectiveness Assessment Tool (CEAT) was developed to evaluate changeover practices. A pilot study was conducted by examining the CEAT, proposed for the main research. Consequently, the conceptual model was modified and CEAT was improved in response to the pilot study findings. Case studies have been conducted within eight Saudi manufacturing businesses. These case studies assessed the implementation of manufacturing changeover practice in the lighting and medical products sectors. These two sectors were selected based on their operation strategy which was batch production as well as the fact that they fulfilled the research sampling strategy. The outcomes of the research improved the conceptual model, ultimately to facilitate the firms’ adoption and rapid implementation of a high-quality and reliability changeover during the set-up process. The main finding of this research is that Quality’s factors were considering the lowest levels comparing to the other factors which are People, Process and Infrastructure. This research contributes to enable Saudi businesses to implement the changeover process by adopting the conceptual model. In addition, the guidelines for facilitating implementation were provided in this thesis. Therefore, this research provides insight to enable the Saudi manufacturing industry to be more responsive to rapidly changing customer demands

A customised lean model for a Chinese aerospace OEM (Original Equipment Manufacturer)

The aim of this research is to introduce Lean Thinking in a systematic and cost effective way; moreover, it is to bring Lean Principles and apply Lean Tools to the new aerospace companies. In particular the research will develop a customised Lean manufacturing model. The following objectives will be achieved during the research. 1); Investigate the principal features of Lean Thinking, and identify state of the art in Lean manufacturing implementation. 2); Identify the current situation of a specific Chinese aerospace company and the requirements needed in becoming Lean. 3); Develop a customised Lean model for applying Lean into a new Chinese aerospace company. 4); Validate the Lean manufacturing model by experts in the company and university. The Chinese traditional thinking is different from lean think. Therefore, to implement Lean in China will face some distinct barriers. The author attempts to resolve these problems through a customised lean model. According to the literature review and researcher‘s knowledge, there is no paper developing a model linking to the barriers of lean implementation in Chinese manufacturing. Therefore, the author will attempt to fill in this gap during the research. The questionnaire and assessment tool will be used to collect information from the company. Best practices will help to establish the structure of the model. However, in China, most companies implement lean through copying examples from the United States, UK and other Western countries without combining their current situation and culture. The contribution of this research is to develop a model to link Chinese barriers and a company‘s situation for lean implementation. Finally, this model will be validated by company and academic experts. The first validation is based on the sponsoring company. Other validations are achieved by academic experts and industrial expert

Lean Implementation Considerations in Factory Operations of Low Volume/High Complexity Production Systems

The researchers of the Lean Aircraft Initiative developed a hypothesized lean implementation model seeking to provide its members guidance on implementing lean transitions in factory operations of low volume/high complexity production systems. The model features four phases: (1) building a lean infrastructure to support lean behavior, (2) redesigning the flow of products in the factory, (3) revamping the operations management and (4) fostering process improvement. An order of implementation is discussed and each phase has implementation steps as well. Following the development of the hypothesized lean implementation model, twelve case studies were used to test the model. This report details the model and analyzes the case studies using the model as a framework

A Comparative Analysis of Management Accounting Systems on Lean Implementation

The adoption of lean principles and practices has become widespread in many industries since the early 1990’s. Companies are now beginning to realize that traditional costing and accounting methods may conflict with lean initiatives they are implementing. Consequently, important research questions are being raised. Which cost management and accounting approach required for companies that adopt lean principles and practices? The primary objective of this research is to asses the impact of different management accounting systems on lean manufacturing as measured by performance metrics and to investigate the development of management accounting strategy which will support lean operations and will help to monitor the lean progress. Three management accounting alternatives investigated in this study are traditional management accounting, activity based costing and value stream costing. This study evaluates the overhead principles associated with management accounting alternatives to identify real product cost that will drive many business decisions. The financial measures commonly used are short-term and long-term profitability