Development of a lean maturity model for operational level planning

Abstract

The purpose of this thesis is to develop a visual, data-driven operational lean maturity model (LMM). The model intends to assess the level of lean maturity and the lean effectiveness in different axes of production cells (PCs).Lean is a transformation journey, in which, change management and organizational culture are critical elements of successful implementation. Diverse maturity and assessment models have been developed to evaluate and lead the organizational transformation toward leanness. The main goal of lean is to create more value for the customers by removing wastes. Despite the important role of PCs in creating value, the transformation principles in the operational level have not been considered as deserved. Moreover, the research on lean assessments has used either inputs (tools and processes) or outputs (performance) to evaluate leanness. However, to evaluate the effectiveness of lean practices, both groups of indicators should be measured separately but analyzed together.

Organizational Maturity Models - Review and Classification

“…The published literature database also indicates publications concerning completely new models of maturity. Among them: energy and utility MM (Ngai et al, 2013), a holistic sales and operations planning MM (S&OP MM) (Wagner, et al, 2014), purchasing MM (Úbeda et al, 2015), service capability sourcing model (SCSM) (Carroll and Helfert, 2015), collaboration maturity model (Col-MM) (Boughzala and De Vreede, 2015), lean MM (Maasouman and Demirli, 2016).…”

Development and Application of an Assessment Complement for Production System Audits Based on Data Quality, IT Infrastructure, and Sustainability

“…All these concepts, along with the XPS items of each company, comprised the set of components to be audited, giving shape to the modified "House of XPS" shown in Figure 8. Maasouman [57] indicates that development assessment checklists are part of the design and customization of the development model for each organization. This author adds that the number of checklists, their content, type of questions, weighting and scoring methods, and assessment schedule should be customized accordingly.…”

“…The questionnaire produced a multi-dimensional space of indicators regarding lean manufacturing, data quality, IT infrastructure, and sustainability. There will often be dependencies Maasouman [57] indicates that development assessment checklists are part of the design and customization of the development model for each organization. This author adds that the number of checklists, their content, type of questions, weighting and scoring methods, and assessment schedule should be customized accordingly.…”

Parâmetros para avaliação de células de manufatura que utilizam a filosofia lean: uma revisão da literatura

“…A célula consegue produzir diferentes produtos da mesma família em um mesmo turno (Heijunka) A célula atua por meio da disparada de kanbans (BHAT, 2008;CULLINANE et al, 2014;HASLE, 2014;HASLE et al, 2012;BLACK, 2007;KACH et al, 2014;MCWILLIAMS;TETTEH, 2009;OHNO, 1997;SHOOK, 2012;SHINGO, 1996) A célula possui dispositivos visuais (Andon) que permitem paralisar a operação e mobilizar equipes em prol de soluções (LIKER, 2005;OHNO, 1997;RIBEIRO, 2011;ROOS, 2004) Análises em relação a possibilidades de aplicação de dispositivos à prova de erro são feitas e, quando pertinentes, tais dispositivos são aplicados (AGHAZADEH et al, 2011;CONTI et al, 2006;HASLE, 2014;HASLE et al, 2012;KACH et al, 2014;LIKER, 2005;MAASOUMAN;DEMIRLI, 2016;TORTORELLA;SAURIN, 2014;OHNO, 1997;RIBEIRO, 2011;ARMSTRONG;LIKER, 2009) As áreas de operação, circulação e corredores de movimentação são corretamente definidas (PEINADO;GRAEML, 2007;RIBEIRO, 2011) Fonte: Autores…”