Implementing Lean in aerospace—challenging the assumptions and understanding the challenges

Crute, Valerie; Ward, Y; Brown, Stewart; Graves, Andrew

doi:10.1016/s0166-4972(03)00081-6

Cited by 160 publications

(103 citation statements)

References 6 publications

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“…It is even further difficult to achieve and sustain the internal culture of strategy, leadership, employee behaviour, and employee engagement needed to have an embedded culture of lean continuous improvement at all levels. This is confirmed by many (Balle, 2011;Bhasin, 2015;Boyle et al, 2011;Crute et al, 2003;Hallam et al, 2010;Hines et al, 2008;Liker, 2004;Pont, Furlan, & Vinelli, 2009;Womack & Jones, 2003;Womack et al, 1990).…”

Section: How To Proceed Was Outlined 1991…"the Key Is Not To Adopt Thmentioning

confidence: 69%

“…So whilst lean is operationalised to an extent (Shah & Ward, 2007) a good definition of what lean is and how to achieve its benefits has been hard to define (Arlbjørn & Freytag, 2013;Bhasin, 2011Bhasin, , 2015. Lean has been labelled by some as a fad, with some suggesting lean was only applicable to the mass production industry and lacking contingency beyond that (Cooney, 2002;Crute, Ward, Brown, & Graves, 2003). This critique was common to other management practices also (Sousa & Voss, 2008).…”

Section: Lean Managementmentioning

confidence: 99%

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Defining Lean Change—Framing Lean Implementation in Organizational Development

Pearce¹,

Pons²

2017

IJBM

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Problem -When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose -The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach -The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings -Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications-Practitioners should not focus on isolated improvements, but foster change from within for a sustained transformation to become a lean learning organisation. Originality -This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

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Section: How To Proceed Was Outlined 1991…"the Key Is Not To Adopt Thmentioning

confidence: 69%

Section: Lean Managementmentioning

confidence: 99%

Defining Lean Change—Framing Lean Implementation in Organizational Development

Pearce¹,

Pons²

2017

IJBM

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“…Other nonautomotive sectors have adopted the Lean approach such as the railroad sector (Alstom), cosmetics (L'Oréal), che mistry (Rhodia), floor coverings (Tarkett) and the metal industry (Alcan). Nowadays, the aerospace industry, electronics, the computer industry and all mass-market product industries have imp le mented Lean [16,17]. Besides, Lean has extended to public services (admin istration, hospitals, and air transportation).…”

Section: Historical B Ackgroundmentioning

confidence: 99%

Application Of The 5S Method In an Algerian Firm

Azzemou¹,

Noureddine²

2012

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In an unstable context characterized by the turbulence of markets and the competitive pressures, the firm is forced to adopt a strategy of development to rema in co mpetitive. The me mbe rship of Algeria to several global organizations imposes on the Algerian company a need for particular adaptation. New challenges await the Algerian firm, changes generated by the liberation of exchange and world co mpetition. To improve its co mpetitiveness to prepare for international competition, this article proposes an adaptation of the management system of the A lgerian firm through a Lean Manufacturing tool, the 5S method. The 5S tool improves productivity because it is designed to check the manufacturing process and ensure that dysfunctions are identified and dealt. The validation of the 5S method was tried on essential equipment in the gas Algerian co mpany. Every "S" is applied to every dysfunction of this equip ment found fro m the Ishikawa diagram and the results are proposed solutions or actions that will allow an imp rovement of the production process by elimination of the wasting and therefore improve the competit iveness of this company.

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“…The response from industry has seen an increased focus on lean, green and agile practices, which aim to: eliminate waste and the use of substances harmful to the environment; reduce product development and manufacturing time and cost; improve quality and collaboration; and ideally, "get it right first time" [8]. As organisations strive to maintain and develop their competitive edge, successful PD and the ability to introduce innovative new product platforms quickly have been identified as fundamental to corporate success [9].…”

Section: Introductionmentioning

confidence: 99%

Using micro-blogging to dismantle knowledge hierarchies in product development teams

Rafique¹

2015

2015 2nd International Conference on Knowledge-Based Engineering and Innovation (KBEI)

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Implementing Lean in aerospace—challenging the assumptions and understanding the challenges

Cited by 160 publications

References 6 publications

Defining Lean Change—Framing Lean Implementation in Organizational Development

Defining Lean Change—Framing Lean Implementation in Organizational Development

Application Of The 5S Method In an Algerian Firm

Using micro-blogging to dismantle knowledge hierarchies in product development teams

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