Developing an understanding of lean thinking in process industries

Lyons, Andrew C.; Vidamour, Keith; Jain, Rakesh; Sutherland, Michael R.

doi:10.1080/09537287.2011.633576

Cited by 94 publications

(100 citation statements)

References 48 publications

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“…Operational issues can be a barrier for lean implementation (Lyons et al, 2013). Lean tools seem more suitable for high volume sales with predictable demand patterns and supply certainty (Pullan et al, 2013).…”

Section: Lean Action Plan Customizationmentioning

confidence: 99%

Applying lean thinking in the food supply chains: a case study

Vlachos

2015

Production Planning & Control

105

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The purpose of the study is to examine the adoption and implementation of lean thinking in food supply chains. Since the majority of food companies are small and medium food enterprises (SMEs), a lean action plan was developed taking into account the particularities of SMEs. The methodology used was a case study research of a UK tea company. An action research approach was adopted to study the lean process and diagnose the problems which occurred during lean implementation. The present study developed a lean action plan

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Section: Lean Action Plan Customizationmentioning

confidence: 99%

Applying lean thinking in the food supply chains: a case study

Vlachos

2015

Production Planning & Control

105

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“…Based on the definition, DIs operations are only focused on discrete objects. process industries; however, are actually hybrids meaning that in their production process, there is a point where continuous objects (CO) turn into discrete objects (DO) and discrete products are produced (Woodward, 1965) (Lyons, et al, 2011). This point is referred to as "discretization point" (DiPo) (Pool, et al, 2011, p. 194).…”

Section: Object Typementioning

confidence: 99%

A Framework for Sales and Operations Planning in Process Industries

Noroozi¹

2014

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This thesis studies Sales and Operations Planning (S&OP) in process industries. S&OP is a planning process which has a role of balancing demand and supply at an aggregate level. S&OP has traditionally been considered as a generic process meaning that it is independent from the context of the industry in which it is implemented. Process industries do; however, have specific characteristics which affect their planning and control processes, including S&OP. Therefore, the aim in this thesis is to reconcile these two contradictory stances and furthermore investigate how the specific properties in process industries should be included into an S&OP framework. Such a differentiated framework aims to support process industries to design/implement their S&OP process based on their unique requirements in relation to their markets, products and processes while it also takes into account the specific characteristics regarding the continuous production. Consequently, the process industries would realize the expected benefits from S&OP process to a greater extent.The study starts with a literature review on S&OP in process industries in order to build the knowledge foundation for subsequent studies. The results show that the underlying difference between process industries and discrete industries is the object continuity which affects the selection of production processes including resources. Thus, process industries are often hybrids in the sense that their production processes include both continuous production, when the transformed object (material) is continuous, and discrete production when the object (material) turns into discrete products after the discretization point. In other words, process industries deploy both continuous production and discrete production while discrete industries use only discrete production. The specific characteristics of process industries are actually related to the continuous production part and influence the planning processes as well. As the result of this study, the continuous production characteristics that can affect the S&OP process are identified.In the continuation of the thesis and in order to provide a typology for planning and control purposes, the object type (continuous and discrete) is combined with two other dimensions i.e. mode type (onetime, intermittent and continuous) and driver type (customer order driven and forecast driven) into a planning and control typology. The mode type addresses the repetitivity of the flow and the driver type takes into account the trigger of the flow. Each dimension has a transition point -i.e. the discretization point for the object type, mode interface point for the mode type and customer order decoupling point for the driver typeand represents a hybrid situation since different production environments are required before and after each transition point. The typology aims to illustrate how each dimension affects the planning and control issues as well as how the dimensions are interrelated and how this combination influence the manage...

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“…Villarreal et al, 2013;Villarreal, 2012;Villarreal et al, 2012;Hines and Taylor, 2000). The relatively narrow research on lean road transportation is particularly evident when compared with the vast amount of research on lean's application in other industries such as manufacturing (Taj, 2008), processes (Lyons et al, 2013), and services (Sternberg et al, 2013).…”

Section: Introductionmentioning

confidence: 99%