Critical Success Factors for Implementing Lean Manufacturing in Malaysian Automotive Industry

This article presents a bibliometric analysis on the Lean System over the period ranging from 2006 to 2017, showing the evolution of the publications over the years, the number of publications per country, the main journals, the most prolific authors, the most used keywords, and eventually barriers for the implementation of the Lean System. The greatest growth of publication rate occurred from 2014 to 2015. The countries with the most contribution have been the United Kingdom, the United States, and Sweden. The publications have been concentrated primarily in twelve journals. The bibliometric map of keywords presented them grouped into six clusters. Several underlying factors like technical and managerial aspects, planning, and leadership can explain the main barriers for the implementation of the Lean System. According to the literature, the understanding of such barriers is the best way to reduce the implementation-time and reach profitability and competitiveness. Therefore, the main contribution of this work is to make the evolution and importance of publications in this area are better known, helping organizations in the knowledge of the Lean System implementation barriers present in the literature, and in reformulating the curricula of undergraduate and postgraduate in disciplines related to Lean System. Finally, a future scientometric analysis on the subject is suggested, covering the analysis of evolution of publications, scientific journal, and authors distributions, by means of bibliometric laws, like those by Price, Bradford and Lotka, respectively.

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“…• New system adaptation is not so clear to a specific product, layout or even process Bhasin & Burcher (2006); Rose et al (2014).…”

Section: Lack Of Financial Resourcesmentioning

confidence: 99%

Lean System: analysis of scientific literature and identification of barriers for implementation from a bibliometric study

et al. 2021

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“…1: Zargun and Al-Ashaab, 2014; 2: Rose et al, 2014;3: Al-Manei et al, 2017: Pearce et al, 20185: Alkhoraifet al, 2018;6: Minh et al, 2015;7: Knol, et al, 2018;8: Alhuraish et al 2014;9: Alaskari et al, 2012;10: Mamat et l, 2015;11: Marodin and Sauriin, 2013;12 Sahoo and Yadav, 2018;13: Martínez-Jurado and Moyano-Fuentes, 2014;14: Sieckmann, 2018;15 Reigado and Bento, 2015;16: Nidhin, 2014;17: Costa, et al, 2018;18: Chelangat, 2016;19: Bilhadi et al, 2018; 20: Netland, 2016.…”

Section: -Conclusionunclassified

Lean-excellence business management for manufacturing SMEs focusing on KRI

Mohammad

Oduoza

2019

IJPPM

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Purpose The purpose of this paper is to develop an effective framework for implementing Lean strategies in small- and medium-sized enterprises (SMEs) in the Kurdistan Region of Iraq (KRI). Design/methodology/approach Based on the integration of LM tools and techniques with the Malcolm Baldrige National Quality Award (MBNQA) criteria a systematic Lean implementation framework for manufacturing SMEs has been proposed. The core values, drivers and tools of the proposed framework were further developed based on case studies in three SMEs in the KRI. Findings Proposed framework is able to provide a simple pathway for SMEs to systematically implement Lean techniques in seven functional areas in order to create Lean culture in the organisation. Business performance measurement in terms of profitability, customer satisfaction, employee’s satisfaction, competitiveness growth and ergonomic improvement is presented in favour of evaluating Lean outcomes appropriately. It also presents the experience of small firms in implementing Lean programmes to show that Lean is valid in SMEs. Research limitations/implications The framework concentrates only on the internal issues of the organisation, while external variables such as national culture and external support are excluded. Practical implications The framework assists improvements in SMEs that either initially attempt to start Lean journey or those that are at more advanced levels towards excellent-Lean manufacturing. The framework can also be used as a self-assessment model to determine the degree of Lean readiness. Originality/value To the best knowledge of the author, it is the first framework that integrates Lean techniques with MBNQA criteria to support Lean implementation in SMEs. It is also the first study regarding Lean-excellence in the KRI.

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“…In the literature, eight main types of waste are described which could be helpful for the application of the lean principles: overproduction, waiting, over-processing, transportation, storage, unnecessary movement, defects, non-utilized talents (Kadarova and Demecko, 2016). The lean thinking approach contains several practices, which want to get enhanced efficiency, quality and awareness to customers (Rose et al , 2014; Plebankiewicz and Mitera, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

The practical relationship between continuous flow and lean construction in SMEs

Avelar

Meiriño

Tortorella

2019

TQM

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Purpose The purpose of this paper is to explore the applicability of lean construction (LC) concepts and tools in necessary, but non-value-added activities (NVAA) in small and medium-sized enterprises (SME). The application of the lean tools in this way facilitates the flow of information and handling material, improving productivity, quality and performance. Finally, practical results motivate a discussion on the real potential of LC principles and on the challenges related to its implementation. Design/methodology/approach The methodology makes use of direct involvement in the environment under study. Some of the activities performed were the value stream mapping and time and motion studies of the company’s process selected, identification of wastes and the proposition of improvements to be implemented. Findings The main findings are related to the benefits of the application of LC not only in value-added activities but in activities that can influence the development and workforce planning, especially for SME businesses. This company should be able to achieve better management decisions and results after implementing the LC principles, overcoming the limited resources. Originality/value This proposed method helps in overcoming the lack of systematic procedures, enabling LC in activities that not add value properly. It has the advantage of integrating existing tools and models effectively, which not only improve the shortcomings of the conventional methods but also result in more convenient calculation and application.

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Critical Success Factors for Implementing Lean Manufacturing in Malaysian Automotive Industry

Cited by 29 publications

References 35 publications

Lean System: analysis of scientific literature and identification of barriers for implementation from a bibliometric study

Lean System: analysis of scientific literature and identification of barriers for implementation from a bibliometric study

Lean-excellence business management for manufacturing SMEs focusing on KRI

The practical relationship between continuous flow and lean construction in SMEs

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