A review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers

Doolen, Toni; Hacker, Marla E.

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

Cited by 276 publications

(180 citation statements)

References 18 publications

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“…company is inserted (Yew Wong, 2005). The articles focused on the small companies context show these CSF in several manufacturing segments, such as food (Dora et al, 2013(Dora et al, , 2014, health services (Souza et Pidd, 2011;Burgess et Radnor, 2013) and electronic (Doolen et Hacker, 2005;Wong et Wong, 2009), ceramics (Cunha et Paiva, 2017), furniture (Vaz et al, 2011) and services (Yang et Yu, 2010;Bhamu et Sangwan, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

Pereira

Tortorella

2018

BJO&PM

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This article aims to identify how the critical success factors (CSF), barriers and practices for lean manufacturing (LM) implementation in a small company are related. For this, the CSF, barriers and practices of LM related to small companies were initially consolidated from a literature review. Through semi-structured interviews and focus groups with the leaders of a small electronics manufacturing company in lean implementation, the relationships were evaluated and ranked through the incorporation of a multi-criteria analysis tool. The integration of a multi-criteria analysis tool into qualitative research methods (focused groups, semi-structured interviews and participatory observation) allowed quantifying these relationships in order to identify convergent efforts for a successful LM implementation. Existing frameworks for lean implementation are targeted at larger companies, disregarding the specific small company context. This study provides a guide to assist LM implementation in small manufacturing companies. Furthermore, the greater understanding of these relationships enables managers to anticipate potential problems, allowing a more successful implementation.

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Section: Literature Reviewmentioning

confidence: 99%

Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

Pereira

Tortorella

2018

BJO&PM

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“…The essence of leanness is focused on the efficient use of resources through the minimisation of waste. Some of lean manufacturing tools and techniques include value stream mapping (VSM), Cross Functional Diagram (CFD), 5S, Kanban, Kaizen, Total Quality Management (TQM), total productive maintenance (TPM) and Quality Function Deployment (QFD) (Abdulmalek and Rajgopal, 2007, Doolen and Hacker, 2005, Vinodh and Kumar Chintha, 2011.…”

Section: Six Sigmamentioning

confidence: 99%

“…In addition, for the analysis phase, the activities conducted during the sample shipment process were identified in order to describe the process 'as is' into a Value Stream Map (VSM) and a Cross Functional Diagram (CFD). Some authors, such as Doolen and Hacker (2005) and Lummus et al(2006) have reported that only the use of VSM allows a process to achieve significant efficiency. Furthermore, a fish-bone diagram and an FMEA were useful to understand the causes of failure.…”

Section: Process Improvement Deploymentmentioning

confidence: 99%

An integrated approach of Six Sigma and QSAM methodologies for a pharmaceutical company: a shipment improvement process

Rocha-Lona

Alvarez-Reyes²,

Garza‐Reyes

et al. 2015

IJLER

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UWE makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited. UWE makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights. UWE accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT.Int. J. , Vol. x, No. x Silvia has been working by several leading pharmaceutical companies and has more than seven years of working experience in the pharmaceutical industry. She holds a Master in Science degree from Business School of National Polytechnic Institute of Mexico. As a certified Six Sigma Green Belt, Silvia has leading improvement projects in both manufacturing and administrative processes. Her areas of knowledge and expertise are in Business Process Improvement, Auditing, and Quality Management Systems.Dr Jose Arturo Garza-Reyes is a senior lecturer in Operations and Supply Chain Management at the Centre for Supply Chain Improvement, Derby Business School, the University of Derby, UK. He has published a number of articles in leading international journals and conferences and two books in the areas of quality management systems and manufacturing performance measurement systems. Jose Arturo is co-founder and editor of the Int. J. of Supply Chain and Operations Resilience (IJSCOR), and has participated as guest editor for special issues in various international journals. His research interests include general aspects of operations and manufacturing management, operations and quality improvement, and supply chain improvement. Vikas Kumar is an Associate Professor in Enterprise OperationsManagement at Bristol Business School, University of the West of England, UK. He holds a PhD degree in Management Studies from Exeter Business School, UK. He has published more than 90 articles in leading international journals and international conferences. He has also co-edited a book on quality management and published 8 book chapters. He serves on the editorial board of six international journals. His current research interests include green supply chain management, supply chain coordination, lean and six sigma, process modelling, operations strategy, and service operations management .

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“…(Womack, Jones, & Roos, 1990) By eliminating waste and reducing lead time, the productivity of companies, work in progress levels and the flexibility regarding volume and variants can be systematically improved (Damm, 2006;Oeltjenbruns, 2000;Rogalski, 2010). So capacities and resources can be used in a more ideal way (Caridi & Cavalieri, 2004;Doolen & Hacker, 2005;Lian & van Landeghem, 2002).…”

Section: Background and Relevancementioning

confidence: 99%

Learning to See Clear: Quantification and Multidimensional Assessment of Value Stream Mapping Alternatives Considering Variability

Roessler

Metternich

Abele

2014

BMR

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The prior quantification and validation of future state maps in lean production and optimization projects mostly is not taken into consideration in the traditional value stream mapping approaches. Furthermore the implementation of future states is based upon the trial and error principle. The effects of proactively changing production systems often are unknown and could underlie vast variations due to the planned outcome. So for many managers hard facts are missing and the uncertainties included in such a value stream optimization project are very high. This prevents a necessary system change accompanied by the adoption of lean methods. Thus in this paper a comprehensive value stream optimization approach is presented which primarily focuses upon chances for prior static and dynamic future state map quantification. Under consideration of parameter variability a downstream multidimensional assessment of possible design alternatives is proposed using a fuzzy decision making method to facilitate transparency in the selection of the most adequate future state map. The method described in this paper will be discussed at an industrial case study.

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A review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers

Cited by 276 publications

References 18 publications

Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

An integrated approach of Six Sigma and QSAM methodologies for a pharmaceutical company: a shipment improvement process

Learning to See Clear: Quantification and Multidimensional Assessment of Value Stream Mapping Alternatives Considering Variability

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