An empirical study on lean awareness and potential for lean implementations in Qatar industries

Salem, Roba Walid; Musharavati, Farayi; Hamouda, A.M.S.; Al-Khalifa, Khalifa N.

doi:10.1007/s00170-015-7421-7

Cited by 32 publications

(29 citation statements)

References 23 publications

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“…Single Piece Flow is the ultimate ideal of LM (Arnheiter & Maleyeff, 2005). From the perspective of LM implementation, Total Productive Maintenance or TPM has been considered as an important practice or tool by many researchers, Abdulmalek & Rajgopal (2007), Green et al (2010), Salem et al (2016) and Susilawati et al (2015), to name a few. In line with the pragmatic concept of continuous flow supported by pull system, setup and lot size reduction and TPM, it is hypothesized that synchronization of internal operations to maintain the flow smoothens the LM implementation process.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…The quality practices enabling LM implementation are 5S concept (Mahapatra & Mohanty, 2007;Salem et al, 2016), Quality Circles (Jasti & Kodali, 2015;Karlsson & Åhlström, 1996, Marin-Garcia & Bonavia, 2015, Jidoka (Gupta & Jain, 2013;Liker & Morgan, 2006), PDCA (plan-do-check-act) cycle (Begam et al, 2013;Salem et al, 2016;Wong et al, 2009) and Kaikaku or instant revolution (Bhasin, 2012;Bhasin & Burcher, 2006]. TQM, Kaizen, SPC, process capability, quality tools and quality governance may all be considered under the umbrella of Quality Governance.…”

Section: H3 Internal Operations Synchronization (Ios) Is Positively mentioning

confidence: 99%

“…The proponents of lean advocate that lean has several benefits to offer, namely, shorter cycle and lead times, lower WIP, lower cost, greater production flexibility, higher revenue, higher throughput and increased profit (Bhasin, 2008). The principles of lean manufacturing and the associated tools facilitate the elimination of waste in the production environment, creating a mindset of continuous improvement, leading to reduced cost and improved productivity (Salem et al, 2016). Gupta and Jain (2013) clarify that lean manufacturing can help organizations to cut costs by between 15 and 70%, reduce waste by 40%, push productivity up by between 15 and 40%, and decrease space and inventory requirements by 60%.…”

Section: H6 Strategic Process Control (Spc) Is Positively Related Tomentioning

confidence: 99%

See 2 more Smart Citations

Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation

Basu¹,

Ghosh²,

Dan³

2018

10.5267/j.msl

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Section: Hypotheses Developmentmentioning

confidence: 99%

Section: H3 Internal Operations Synchronization (Ios) Is Positively mentioning

confidence: 99%

Section: H6 Strategic Process Control (Spc) Is Positively Related Tomentioning

confidence: 99%

See 1 more Smart Citation

Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation

Basu¹,

Ghosh²,

Dan³

2018

10.5267/j.msl

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“…As an example, the study of Al-Najem (2014) reveals different challenges in Arab countries including language barriers, because most instructions need to be translated in Arabic, and deficiencies in quality workers in terms of education and skills; technology; government attention; know-how regarding Lean production; market competitiveness; and urgency for adopting Lean production. Additionally, according to Salem, Musharavati, Hamouda and Al-Khalifa (2016), budget issues may not be considered as impediments to Lean manufacturing implementation in wealthy countries such as Qatar. Whereas, supplying financial resources in countries facing negative growth rate in manufacturing sector is not probably an easy task to do such as Lebanon and Syria reported by El-khalil and Farah (2013).…”

Section: Literature Reviewmentioning

confidence: 99%

A Model to align the organizational culture to Lean

Taherimashhadi

Ribas

2018

JIEM

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Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.

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“…As such, it can hamper lean implementation, as lean can be seen as another management tool for continuous improvement. Therefore, for successful lean execution, innovative mechanisms are required to identify lean and lean position as a philosophical approach which can be used to achieve additional benefits beyond other scientific management systems (Salem et al, 2016). In addition to the barriers mentioned above, another prominent barrier to lean implementation in the hotel sector in Egypt might include the resistance against change.…”

Section: Barriers To Lean Implementation In the Hotel Industrymentioning

confidence: 99%

Lean Philosophy: A step towards improving the management of hotel supply chain

Kamar¹

2018

International Journal of Heritage, Tourism and Hospitality

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Effective hotel supply chain management has burgeoned as a potentially valuable means for achieving competitive advantage and improving organizational performance. Competition between hotels has recently expanded to include competition between supply chains. Major businesses around the world have realized the value that lean management philosophy can bring to their supply chains. Lean is a systematic approach that is presently argued to be adopted to optimize the entire supply chain management by eliminating wasteful activities (time, effort and materials), increasing product flow efficiency, reducing inventories, and enhancing customer fulfillment and satisfaction. The aim of the current study is twofold. Firstly, it aims to assess the current level of awareness about lean management within the hotel sector in Egypt, as a point of reference to evaluate the readiness of this sector to implement the lean concept in the management of their supply chains. Secondly, it further attempts to propose a framework to facilitate the implementation of lean in the management of hotel supply chain. A quantitative methodological approach of a questionnaire has been conducted with senior managers in five-star and four-star hotels in Egypt. Findings indicated that hotels in Egypt are somewhat aware of the terms like, for example, lean management, lean thinking, or lean principles, though more emphasis is needed on how to effectively implement lean tools in the management of hotel supply chains. Lean awareness status differed between five-star and four-star sub-segments. Overall, the results indicated that the hotel sector in Egypt has an adequate level of readiness to implement lean supply chain management (LSCM). It was shown that hotels already have in place certain practices that support this philosophy. Finally, a four-phase framework for effective LSCM implementation has been proposed. Keywords Lean management, lean thinking, supply chain management, hotel sector, Egypt.

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An empirical study on lean awareness and potential for lean implementations in Qatar industries

Cited by 32 publications

References 23 publications

Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation

Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation

A Model to align the organizational culture to Lean

Lean Philosophy: A step towards improving the management of hotel supply chain

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