Identifying Essential Components of Lean Approach

Article Preview

Abstract:

Any company wishing to implement a Lean approach is faced with the following issue: should Lean be implemented sequentially or simultaneously No consensus on the method for implementing Lean has been established. For this reason we sought to find out if there was an implementation order regarding Lean practices. 25 Lean experts were interviewed. We used a precedence method to identify the potential precedence for implementing certain Lean practices. We considered only the common responses from over 50% of Lean experts interviewed. We showed that five precedence levels could exist. Understanding these levels should contribute to the creation of a deployment standard for Lean, as well as the successful implementation of Lean practices in companies.

You might also be interested in these eBooks

Info:

Periodical:

Advanced Materials Research (Volumes 433-440)

Pages:

372-378

Citation:

Online since:

January 2012

Export:

Price:

[1] L. Koskela, Moving on - beyond Lean thinking, Lean Construction Journal, vol 1, 2004, pp.24-37.

Google Scholar

[2] T.L. Doolen, M.E. Hacker, A Review of Lean Assessment in Organizations: An Exploratory Study of Lean Practices by Electronics Manufacturers, Journal of manufacturing systems, vol 24, 2005, pp.55-67.

DOI: 10.1016/s0278-6125(05)80007-x

Google Scholar

[3] J. Womack, D. Jones, System Lean : Penser l'entreprise au plus juste, 2ème édition, Village mondial, Paris, (2005).

DOI: 10.53102/2008.27.01.579

Google Scholar

[4] B.J. Hicks, Lean information management: Understanding and eliminating waste, International Journal of Information Management, vol 27, 2007, pp.233-249.

DOI: 10.1016/j.ijinfomgt.2006.12.001

Google Scholar

[5] P. Åhlström, Sequences in the Implementation of Lean Production, European Management Journal, vol 16, 1998, pp.327-334.

DOI: 10.1016/s0263-2373(98)00009-7

Google Scholar

[6] T. Melton, The benefits of Lean manufacturing, What Lean Thinking has to Offer the Process Industries, Chemical Engineering Research and Design, vol 83, 2005, pp.662-673.

DOI: 10.1205/cherd.04351

Google Scholar

[7] L. Rivera, F. Chen, Measuring the impact of Lean tools on the cost-time investment of a product using cost–time profiles, Robotics and Computer-Integrated Manufacturing, vol 23, 2007, pp.684-689.

DOI: 10.1016/j.rcim.2007.02.013

Google Scholar

[8] L.F. Alarçon, S. Diethelm, O. Rojo, R. Calderón, Assessing the impacts of implementing lean construction, Revista Ingeniería de Construcción, vol 23, 2008, pp.26-33.

DOI: 10.4067/s0718-50732008000100003

Google Scholar

[9] L.U. Roos, "Japanisation in production systems: some case studies of total quality management in british manufacturing industry. Handelshogskolan vid Goteborgs Universitet, (1990).

Google Scholar

[10] R. Filippini, C Forza, A. Vinelli, Sequences of improvement in operations, International Journal of Operations and Production Management, vol 18, 1998, pp.195-207.

DOI: 10.1108/01443579810177067

Google Scholar

[11] C. Orr, Lean leadership in construction, Proceedings of the 13th Annual Conference of the International Group for Lean Construction, Sydney, (2005).

Google Scholar

[12] G. Baglin, M. Capraro, L'Entreprise Lean Production ou la PME compétitive par l'action collective, Presses Universitaires de Lyon, (1999).

Google Scholar

[13] T. Houy, Articulation entre pratiques managériales et systèmes d'information: construction d'un idéal type de modélisation, Thèse de doctorat, Télécom ParisTech, (2008).

Google Scholar

[14] T. Ohno, Toyota Production System: Beyond Large-Scale Production,. Productivity Press, Portland, (1988).

Google Scholar

[15] J.K. Liker, The Toyota Way: 14 Management Principles from the Wold' greatest Manufacturers, McGraw-Hill, New York, (2004).

Google Scholar