Lean frameworks: A systematic literature review (SLR) investigating methods and design elements

Purpose: Despite the influx of Lean frameworks in literature, there seems to be no standardised or established methods for designing them. Therefore, the purpose of this research is to investigate what design methods and design elements are utilised in creating Lean frameworks. Design/methodology/approach: A systematic literature review (SLR) was conducted to find all the available studies on Lean frameworks. Findings: This study found that the formation of the framework could be broken down into four different categories; namely: approaches or methods for designing, design elements to include, theory to investigate during the literature studies and framework testing methods for evaluating the framework. Research limitations/implications: While this research focused on Lean frameworks, it is recommended that future studies look at Lean models and roadmaps. Practical implications: The artefact created in this study, the House of Guidance, will provide future researchers with a guideline on how to go about designing a Lean framework. Originality/value: The SLR looked at pre-existing frameworks, in order to extract the categories for the development of Lean frameworks. This study presents the House of Guidance (an original artefact), to aid in the design and creation of future Lean FrameworksPeer Reviewe

Analyzing the alignment between the Green Lean and Circular strategies: Towards a Circular Lean approach

Green Lean tools are aligned with the Circular Economy strategy as they aim at reducing waste, however, they miss the creation of value through waste. Therefore, this paper investigates whether the current implementation of the Green Lean strategy promotes the introduction of the Circular philosophy to achieve sustainable management production processes. It analyses how the resources were managed by implementing the different strategies and tools presented in Green Lean case studies under the lens of Circular Economy, and highlights future research paths on the Circular Lean integration. An analysis of the implementation of Green Lean case studies, selected through a Systematic Literature Review, from the manufacturing sector is conducted.The majority of Green Lean implementations were aimed at minimizing waste, which is aligned with the narrowing strategy of Circular Economy and only a few cases studies aimed at closing the production cycles. Even though the main results indicate that being eco-efficient is a good starting point to move towards sustainability, from a Circular Economy point of view, this approach could remain limited. Therefore, the current contribution of Green Lean to the implementation of circular practices is limited. It can be concluded that introducing the circular philosophy in the Green Lean methodology can be achieved through redirecting Green Lean from waste reduction towards a value creation focus. The originality of this paper is that it provides a critical review of the literature on the topic of Green Lean integration and Circular Economy

A K-Chart based implementation framework to attain lean & agile manufacturing

[EN] Lean manufacturing has always ensured production optimization by eliminating wastes, and its implementation has helped in improving the operational performance of the organization since it eliminates the bottlenecks from the processes, thus making them efficient. In lean scenarios, the focus is on “waste” elimination, but in agile manufacturing, the focus is on the ability of comprehension of changing market dynamics and the resilience. One of the major factors in the combined implementation of lean and agile approaches is inadequate planning, monitoring and lack of awareness regarding changing market trends, and this can be countered by utilizing the effective tool of K-Chart. Through a systematic literature review, the authors establish the requirement of effective planning and monitoring in the implementation of integrated lean and agile approach, concluding that K-Chart is a handy tool to adopt for their effective implementation. The result provides a new vision of lean implementation through K-Chart, whereas it provides clarity to practitioners by presenting a K-chart based implementation framework for achieving favourable results. Being a literature review the research work can be validated through a case study approach in future through a comparative analysis between various implementation techniques and K-Chart.Zaheer, S.; Amjad, M.; Rafique, M.; Khan, M. (2020). A K-Chart based implementation framework to attain lean & agile manufacturing. International Journal of Production Management and Engineering. 8(2):123-135. https://doi.org/10.4995/ijpme.2020.12935OJS12313582Abdullah, M. K., Mohd Suradi, N., Jamaluddin, N., Mokhtar, A. S., Abu Talib, A., & Zainuddin, M. F. (2006). K-chart: a tool for research planning and monitoring. J. of Quality Management And Analysis, 2(1), 123-130.Abdullah, M. K., Suradi, N. R. M., Jamaluddin, N., Mokhtar, S., Talib, A. R. A., & Zainuddin, M. F. K-chart: a tool for research planning and monitoring, 7.Abdulmalek, F. A., & Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of Production Economics, 107(1), 223-236. https://doi.org/10.1016/j.ijpe.2006.09.009Abu, F., Gholami, H., Saman, M. Z. M., Zakuan, N., & Streimikiene, D. (2019). The implementation of lean manufacturing in the furniture industry: A review and analysis on the motives, barriers, challenges, and the applications. Journal of Cleaner Production, 234, 660-680. https://doi.org/10.1016/j.jclepro.2019.06.279Alfaris, M., Edikuncoro, G., Savitri, A., Yogiari, D., & Sulistio, J. (2019). A Literature Review of Sustain Enterprise Resource Planning. Paper presented at the IOP Conference Series: Materials Science and Engineering. https://doi.org/10.1088/1757-899X/598/1/012128Anand, G., & Kodali, R. (2010). 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Achieving the Sustainable Development Goals through Net Zero Emissions: Innovation-Driven Strategies for Transitioning from Incremental to Radical Lean, Green and Digital Technologies

This work adopts a resource-based view for strategically managing firms’ tangible and intangible resources based on lean and green philosophies to explore the role of digital technologies in achieving NZE and the SDGs.This research outlines three contemporary issues. First, it assesses the theory-driven approaches and real-world datasets from conference of parties (COP) meetings. Second, adopting the VRIO (Valuable, Rare, Inimitable, Organized) framework, 25 identified digital technology-based values are obtained by digitalization-based integrated lean-green approaches that may enable manufacturing firms to pursue SDGs via net-zero emissions. Four scenarios of digital technology adoption and integration level of lean and green manufacturing pathways are proposed, differentiated by the degree of radical/ incremental interests in innovation and sustainable advantage types. Third, the study highlights that the achievement of NZE by SDGs may be possible only by adopting digital technologies and high-level integration of lean and green

A trail to milieu research methodology for application of implementation frameworks in manufacturing sector

The profusely used tools of operational management research in lean manufacturing context include roadmap, conceptual model, implementation frameworks, descriptive planning and assessment checklist. Out of these, an implementation framework development in lean manufacturing sector is common, but faces quandary regarding its development, consolidation and validation – thereby confirming the requirement of availability of succinct platform that aids in research methodology development. The aim of this research is to attain a clear research context, achieved accordingly by detailed literature review study that would subsequently aid in developing a generic research methodology design framework. Concomitant to it, the four layers, the layers of research onion were discussed; followed by selection of appropriate methods for development of research methodology in order to arrive at implementation frameworks. It was observed that for the methodology development, the philosophy of pragmatism is highly suitable, followed by abductive logic, in case of technique, mixed mode research is best, whereas in strategy selection, case study strategy is the most suitable due to its multi-functional ability of in-depth operational study. In addition to that, the mixed-mode approach carries the ability of comparative qualitative and quantitative research through longitudinal and cross-sectional case study respectively. Furthermore, the data collection processes were discussed in relevance to the research objective, which culminated in the formation of a detailed research methodology which has been divided into three major stages of research context and approach, framework development and validation, resulting in attaining implementation framework through literature review, longitudinal case study and cross-sectional case study respectively. The major strength and contribution of this research study is the development of one concise research methodology that is considered as the paradigm shift and a clear innovation towards this field

A Systematic Review of Lean Implementation Frameworks and Roadmaps: Lessons Learned the Way Forward

Purpose: The purpose of this study is to carry out a comprehensive systematic review of Lean implementation frameworks and roadmaps developed over the past decade and report the key findings along with the limitations and the way forward. Methodology: A systematic review methodology proposed by Tranfield (2003) was followed to identify the relevant works on the research topic. Articles were searched using a set of inclusion criteria in various databases including Google Scholar, Web of Science and Science Direct over a period of thirty years. Findings: The high failure rate of Lean system implementation, reaching a range between 70-90% in almost all industries, is a matter of concern. This failure rate is still high even though numerous frameworks and roadmap models exist to streamline Lean implementation. There is no standard framework or roadmap identified in the literature and many organisations are implementing lean in their unique ways. However it would be desirable to develop a practical and systematic roadmap on Lean looking into the cultural and leadership dimensions rather than focusing on a set of tools. Moreover, most frameworks and roadmaps lack the sustianance aspects of Lean implementation. Limitation: This research only identifies the fundamental gaps with the existing frameworks and roadmaps on lean implementation. The next phase of the research is to develop a roadmap and validate it with a number of organisations in different cultural contexts and leadership styles. Originality: The authors argue that this is one of the most comprehensive systematic review on lean frameworks and roadmaps ever produced in the literature to date

Establishing A Systematic Outline for Operational Excellence Model and Proposing a Comprehensive Model

Manufacturing organizations adopt operational excellence strategies to meet performance targets. While Lean Manufacturing (LM) is widely used in OPEX and is supported by many industries case studies, but faces two major challenges. First, there is an absence of a standard framework to implement LM. Second, the framework does not explicitly address employee engagement and quality of life in the continuous improvement process. This has led to low reported levels of sustainability of LM. People-Centric Operational Excellence (PCOM) has been presented as a response to challenges in LM. PCOM comprises four modules: problem definition, design of metrics, design of reliability-based solutions, and alignment of solutions with employee quality of life. However, PCOM is not supported by an implementation template and case studies for the framework are not well documented in the literature. This paper compares PCOM with LM using literature-driven criteria, develops an implementation-ready template for PCOM, and documents case studies in PCOM for the manufacturing sector. Moreover, this paper presents the conceptual basis for a new model, Comprehensive PCOM or CPCOM, that combines the strengths of LM and PCOM and provides an initial roadmap for its implementation

IMPLEMENTATION AND ANALYSIS OF TRUE LEAN IN A STARTUP COMPANY BY USING PDCA MODEL, A CASE STUDY IN A MANUFACTURING VENTURE

The purpose of this research is to implement and analyze the true lean transformation in a manufacturing start-up organization. Often, lean transformations are observed in developed manufacturing organizations having sophisticated production lines and numerous employees, where lean tools are utilized to reduce waste while increasing profit. However, this type of transformation is narrowly focused on quantifiable process results and falls short of the ultimate goal, establishing a true lean culture within the organization. As a result, it is recommended that true lean principles, philosophies, culture, operations environment and tools be applied at the very beginning stages of an organization, or during the start-up phase to embed true lean thinking and application in the entirety of the organization. In this analysis, a case study is performed on a team embarking on a start-up manufacturing enterprise. The team is trained on true lean and all the four aspects of true lean are applied for successfully implementing true lean in the start-up. In addition, a true lean implementation approach was generated and applied using PDCA (plan, do, check and act) model. The results of this case study are presented in this work

Os três pilares da sustentabilidade e gestão ágil de projectos: como é que eles se influenciam

The industrial world is becoming more competitive with each passing day. Companies face new challenges and to survive, they need to find ways to stand out from the rest. One way for companies to do this is to improve the quality of the products, this can be achieved by improving production planning. The goal of this thesis is to investigate a novel perspective within the theoretical area of agile project management and sustainability. The goal of the study is to prove that there are links between Agile Project Management and Sustainability, as well as to learn how Agile Project Management affects organization’s social, environmental, and economical dynamics from the triple bottom line standpoint. The research examines how agile project management ideas are connected to concepts from the three pillars of the triple bottom line using many case studies. The analysis task consisted of analyzing these concepts and relationships qualitatively to create a network diagram that graphically reproduced the existing links. The findings reveal that implementing Agile Project Management has a variety of effects on an organization's social, economic, and environmental dynamics. When the bulk of these interactions were examined, it was discovered that there is a favorable effect on all of them. This work also aims to explore the concepts related to Agile Project Management. In doing so, the author explores the questions of what the need for Project Management is, where did Project Management begin, what are the different approaches that a project can take, why the need for Agile Project Management, which methodologies exist within the Agile Project Management and what tools can help Agile Project Management to achieve results faster.O mundo industrial está a ficar mais competitivo a cada dia que passa. As empresas enfrentam novos desafios e para conseguirem sobreviver precisam, de encontrar maneiras de se destacarem das demais. Uma forma de as empresas fazerem isso é melhorar a qualidade dos produtos, o que pode ser alcançado, melhorando o planeamento da produção. Por esta razão, ter uma boa gestão de projetos torna-se crucial. O objetivo desta tese é investigar uma nova perspetiva dentro da área teórica da sustentabilidade em gestão de projetos. O objetivo do estudo é provar que existem ligações entre a gestão ágil de projetos e a sustentabilidade, bem como aprender como a gestão ágil de projetos afeta a dinâmica social, ambiental e económica das organizações, do ponto de vista do tripé da sustentabilidade. A pesquisa examina como as ideias de gestão de projetos ágeis estão conectadas aos conceitos dos três pilares do tripé da sustentabilidade, por meio do uso de vários estudos de caso. A tarefa de análise consistiu em avaliar qualitativamente esses conceitos e relações, a fim de criar um diagrama de rede que reproduzisse graficamente as relações existentes. Os resultados revelam que a implementação da gestão ágil de projetostem vários efeitos na dinâmica social, económica e ambiental de uma organização. Quando estas interações são examinadas, os resultados mostram que este método de gestão tem um efeito positivo. Este trabalho tem também como objetivo explorar os conceitos relacionados com a gestão ágil de projetos. Para tal, o autor explora as questões sobre qual a necessidade da gestão de projetos, onde começou a gestão de projetos, quais são as diferentes abordagens que um projeto pode tomar, o porquê da necessidade de uma gestão de projetos ágil, quais as que existem dentro da gestão ágil de projetos e quais as ferramentas que podem ajudar a gestão ágil de projetos a alcançar resultados mais rapidamente

Lean-Green contributions for companies’ sustainability

Tese de doutoramento em Engenharia Industrial e de SistemasIn our changing world, the companies must undertake hard decisions on how to position themselves for the long run. They have to innovate their processes and products to thrive against competitors and reduce their own wastes, by improving their way of designing, producing and managing the processes. Therefore, they need to compare each other by using standards and key indicators. The aim of the thesis was to develop a model so as to assess the synergies of lean production and of ecoefficiency (lean-green). The model includes a performance indicator that jointly addresses the lean-green paradigm. This paradigm has been making a positive contribution towards the companies’ sustainability. The research study began with a critical literature review, which provided the foundation on which this research was developed. The literature enclosed the most relevant and up to date literature: knowledge in lean production, eco-efficiency and sustainability, their synergies, performance improvements and indicators. A survey was conducted to the companies in northern Portugal. The survey was intended to understand the knowledge, the lean production implementation level and how such implementation benefited these companies. This survey included questions related to companies’ sustainability knowledge and concerns. The survey results improved the understanding of the companies’ awareness about lean production, green production and sustainability level. Grounded on the survey results and on the lean-green models reviewed, it was decided to develop a new model based on widely known performance indicator, i.e. the Overall Equipment Effectiveness (OEE) and the three pillars of sustainable development: economic, social and environmental. Therefore, this model was operationalized through an indicator that aggregates and combines lean and green production strategies. It was called Business Overall Performance and Sustainability Effectiveness (BOPSE). This indicator aims to measure the operational performance and sustainability level of a lean company. To validate the BOPSE model, three case studies from the automotive sector were used. The higher BOPSE value attained was 65% and the worst 46%. The higher BOPSE value comes from a company with a higher leanness maturity level, denoting that a lean company could be more sustainable.No nosso mundo em constante mudança, as empresas devem tomar decisões estratégicas sobre como se posicionar a longo prazo. Para isso, precisam de inovar os processos e produtos para prosperar relativamente aos concorrentes e reduzir os seus próprios desperdícios, melhorando a maneira de conceber, produzir e gerir os processos. Desta forma, são necessárias normas e indicadores-chave para conhecerem o seu posicionamento e se compararem. A objetivo desta tese consistiu em desenvolver um modelo que avaliasse as sinergias da produção lean e da eco-eficiência (lean-green). O modelo inclui um indicador de desempenho que integra o paradigma lean-green, que tem contribuído para uma melhoria da sustentabilidade das empresas. Esta investigação iniciou-se com uma revisão crítica da literatura, que forneceu a base teórica sobre a qual foi desenvolvida. A revisão incluiu a literatura relevante e atual sobre: conhecimento em produção lean, ecoeficiência e sustentabilidade, suas sinergias, melhorias de desempenho e indicadores. Foi realizado um inquérito às empresas do norte de Portugal. Pretendeu-se entender o nível de conhecimento e implementação da produção lean e os benefícios desta. Este inquérito incluía perguntas relacionadas com o conhecimento das empresas sobre a sustentabilidade. Os resultados permitiram melhorar o entendimento das empresas inquiridas sobre produção lean e green e nível de sustentabilidade. Com base nos resultados do inquérito e na revisão dos modelos lean-green, desenvolveu-se um modelo baseado num indicador de desempenho, amplamente conhecido nas empresas, i.e. o “Overall Equipment Effectiveness” (OEE) e os três pilares do desenvolvimento sustentável: económico, social e ambiental. O modelo foi operacionalizado por meio de um indicador que agrega e combina estratégias de produção lean e green. Este modelo foi designado de “Business Overall Performance and Sustainability Effectiveness” (BOPSE). Este indicador visa medir o desempenho operacional e o nível de sustentabilidade de uma empresa lean. Para validar o modelo, foram utilizados três estudos de caso provenientes do setor automóvel. O maior valor do BOPSE obtido foi 65% e o pior 46%. O maior valor do BOPSE vem de uma empresa com um maior nível de maturidade de lean, denotando que uma empresa lean pode ser mais sustentável