Enablers and Constraints in Implementing Lean Manufacturing: evidence from Brazilian SMEs

Lean Manufacturing has revolutionized the global manufacturing environment at an unprecedented rate. In scholarly and managerial literature, many works have reported that Lean Manufacturing is a very efficient approach and a straightforward way towards process improvements, in terms of productivity and value adding activities ratio. However, many studies on Lean Manufacturing have highlighted many problems in its implementation. The analysis carried out within the research project is aimed to the factors enabling or constraining the Lean Transformation of a firm’s production system, along with the most relevant tools or practices to be applied. The research methodology used is the so-called “Normative Delphi” with a panel formed by 32 experts coming from 16 Brazilian SMEs. Our results are partially consistent with what has already been discussed in the literature and we found that the most relevant tools/practices are: value stream mapping, 5S methodology, and Kaizen (Gemba walks); the top three enabling factors are: knowledge and sponsorship of senior management, focus on continuous improvement, and employee development fostered by the company; finally, the main critical constraints are: little support from the top management, resistance to change by middle management, and poor or non-qualified Lean training activities

Challenges and success factors for implementation of lean manufacturing in European SMES

Small and medium-sized enterprises are crucial to value creation in the European economy. The SMEs need continuous improvement initiatives to stay competitive. However, SMEs are less likely to implement lean practices compared to larger companies. Limited research exists on the factors that are vital for succeeding with Lean implementations in SMEs. A case study of Norwegian and Belgium SMEs has been conducted in the European research project ERIP (European Regions for Innovative Productivity). Six critical success factors are suggested, which correspond well with previous research: 1) Ensure strong management involvement. 2) Develop thorough employee participation. 3) Allocate sufficient time for preparing the organisation. 4) Focus on creating motivation to complete initiatives. 5) Build competence internally in the organisation. 6) Establish a performance evaluation system

Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

Visual Management in Brazilian Construction Companies: Taxonomy and Guidelines for Implementation

Visual management (VM) is the managerial strategy of consciously integrating visual tools in workspaces with the aim of increasing transparency on construction sites. Several VM tools and approaches that had been originally developed in the manufacturing context were implemented in construction. However, research on the application of VM in construction as a managerial strategy is scarce. This paper aims to investigate and classify the types of visual devices that can be used in construction sites through multiple case studies carried out in nine construction companies actively implementing VM. It also discusses strategies for the implementation of VM in construction. The main contributions of this investigation are: (1) a VM tools taxonomy that can be used to identify VM application opportunities, providing a basis for evaluating the level of VM implementation in construction; and (2) identification of critical factors for the implementation and various features of the VM strategy in construction

Increasing global competition and labor productivity: lessons from the U.S. automotive industry

Increasing global competition is changing the environment facing most companies today. As trade barriers fall and transaction costs decline, new global competitors are entering previously more isolated domestic markets. In response to this intensified competitive pressure, local companies are pushed to enhance performance by innovating and adopting process and product improvements. This domestic sector dynamic leads to higher productivity, which, in turn, can create sustainable competitive advantages for companies, as well as being the most important driver of job creation and per-capita income growth for the economy. This link has been established in McKinsey Global Institute’s extensive country productivity research. ; Our new study goes further than previous research by focusing on how increasing global competition leads to productivity growth, using the U.S. automotive manufacturing sector as a case example. More specifically, we have focused on the production of new vehicles in the U.S., including parts assembly. We have chosen this example because of the globally competitive nature of the automotive market and the size of the U.S. in this market over our period of analysis. As we shall see, some of the non-US original equipment manufacturers (OEMs) had clear productivity advantages which enabled them to create significant competitive pressure in the U.S. market.

A new lean change methodology for small & medium sized enterprises

SMEs find it difficult to implement productivity improvement tools, particularly those associated with Lean Manufacturing. Larger companies have more success due to greater access to resources. To provide the SMEs with a way to implement Lean sustainably, the European project ERIP develops a new lean change methodology for SMEs. In this paper the methodology is explained and three test cases show the strength of the methodology. The method is a sequence of achieving management and company support, starting with data analysis and identifying problems and consequently solving these problems. Within the workshops, training of employees is conducted. The three test cases show that even through limited efforts, a good productivity improvement can be achieved in a sustainable manner

Lean implementation to improve scheduling for a multi-cell manufacturing facility

Includes bibliographical references

Qualitative Case Studies in Operations Management: Trends, Research Outcomes, And Future Research Implications

Our study examines the state of qualitative case studies in operations management. Five main operations management journals are included for their impact on the field. They are in alphabetical order: Decision Sciences, International Journal of Operations and Production Management, Journal of Operations Management, Management Science, and Production and Operations Management. The qualitative case studies chosen were published between 1992 and 2007. With an increasing trend toward using more qualitative case studies, there have been meaningful and significant contributions to the field of operations management, especially in the area of theory building. However, in many of the qualitative case studies we reviewed, sufficient details in research design, data collection, and data analysis were missing. For instance, there are studies that do not offer sampling logic or a description of the analysis through which research out-comes are drawn. Further, research protocols for doing inductive case studies are much better developed compared to the research protocols for doing deductive case studies. Consequently, there is a lack of consistency in the way the case method has been applied. As qualitative researchers, we offer suggestions on how we can improve on what we have done and elevate the level of rigor and consistency

A review of data visualization: opportunities in manufacturing sequence management.

Data visualization now benefits from developments in technologies that offer innovative ways of presenting complex data. Potentially these have widespread application in communicating the complex information domains typical of manufacturing sequence management environments for global enterprises. In this paper the authors review the visualization functionalities, techniques and applications reported in literature, map these to manufacturing sequence information presentation requirements and identify the opportunities available and likely development paths. Current leading-edge practice in dynamic updating and communication with suppliers is not being exploited in manufacturing sequence management; it could provide significant benefits to manufacturing business. In the context of global manufacturing operations and broad-based user communities with differing needs served by common data sets, tool functionality is generally ahead of user application