Improvement of Productivity and Quality in the Value Chain through Lean Manufacturing – a case study

Jiménez, Genett; Santos, Gilberto; Sá, José Carlos; Ricardo, Sandy; Pulido, Jose; Pizarro, Ana; Hernández, Hugo G.

doi:10.1016/j.promfg.2019.10.011

Cited by 48 publications

(30 citation statements)

References 17 publications

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“…3 Market benefits (in relations with business stakeholders, for example, customers, competitors, suppliers), which allow the creation of competitive advantage, positive effects on the market and customers and favor the expansion of attention to the environment along the entire value chain (Jimenez et al, 2019).…”

Section: Benefits and Barriers To Iso 14001 Adoptionmentioning

confidence: 99%

“…One of the first contributions on the subject is that of Boiral and Sala (1998) which groups the benefits deriving from the implementation of the ISO 14001 standard into three categories: the intrinsic value of the Management System proposed by the standard (rigor, follow‐up, effectiveness), better control of human behavior and working methods with potential impact on the environment (greater compliance with working procedures and instructions), socio‐economic developments generated by the implementation of the standard (as an active approach to future customer needs). Another study is that of Gavronski et al (2008), which characterizes the benefits deriving from the implementation of the ISO 14001 standard in four categories: Productivity advantages: decrease in the use of resources, decrease in production costs and greater motivation of employees. Financial benefits: linked to access to various funds, or loans at lower interest rates. Market benefits (in relations with business stakeholders, for example, customers, competitors, suppliers), which allow the creation of competitive advantage, positive effects on the market and customers and favor the expansion of attention to the environment along the entire value chain (Jimenez et al, 2019). Social benefits (in relations with social stakeholders, for example, government, companies and Non‐Governmental Organizations), such as improving the image and better cooperation with environmental protection companies.…”

Section: Literature Reviewmentioning

confidence: 99%

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Environmental management system according toISO14001:2015 as a driver to sustainable development

Bravi

Santos

Pagano

et al. 2020

Corp Soc Responsibility Env

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The Environmental Management System (EMS) became a critical success factor in order to compete on the market. The aim of this study is to investigate how companies that have implemented an EMS based on the ISO 14001:2015 certification have perceived the changes due to the revision of the standard. The research was conducted through the administration of a questionnaire to 1,508 Italian ISO 14001 certified companies. Two hundred and eighty-four companies constituting the sample of our study. As main benefits achieved by surveyed companies we highlight, risk prevention, better management of environmental activities, and creation of new targets for reducing energy and waste. As main barriers to ISO 14001 implementation we highlight, increased bureaucracy, increased complexity of environmental procedures and difficulty in increasing employee environmental awareness. The main contribution of this research is given by the analysis on how companies have dealt with the changes required by the new version of the standard.

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Section: Benefits and Barriers To Iso 14001 Adoptionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Environmental management system according toISO14001:2015 as a driver to sustainable development

Bravi

Santos

Pagano

et al. 2020

Corp Soc Responsibility Env

Self Cite

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“…Implementing the 5S method is one of the first steps in the Lean Manufacturing strategy, and impacts the behavior of the Lean System method. Dana [45] and Veres et al [68] have determined, as a result, that there is an increase in organizational productivity, accompanied by improvements in operational and profitability indicators in the short, long and medium terms, as well as in manufacturing costs, with a positive impact on profitability [69][70][71][72]. The "5 Whys" is a technique that uses a systematic approach to problem-solving in order to find the root cause of a defect or problem [73].…”

Section: Literature Reviewmentioning

confidence: 99%

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Rodrigues

Sá

Silva

et al. 2020

Systems

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The main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance/Equipment, Process/Products, Leadership/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company’s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees’ energies, which culminates in better operational efficiency and an increase in the employees’ overall positive perceptions of their company’s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible.

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“…The primary reasoning behind the efficiency in ITQ is to reduce (over)capacity by allowing the most efficient vessels buy quota from the less efficient ones [20] . Finally, some attention has also been paid to economic efficiency along the value chain [21] , [22] , [23] . The technical and economic efficiency arguments shown therefore focus on operational aspects of the fishery and on fisheries management (ITQ).…”

Section: Introduction: Resilience Vs Efficiency In Crisis Timesmentioning

confidence: 99%

Efficiency vs resilience: The rise and fall of the German brown shrimp fishery in times of COVID 19

et al. 2021

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Improvement of Productivity and Quality in the Value Chain through Lean Manufacturing – a case study

Cited by 48 publications

References 17 publications

Environmental management system according toISO14001:2015 as a driver to sustainable development

Environmental management system according toISO14001:2015 as a driver to sustainable development

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Efficiency vs resilience: The rise and fall of the German brown shrimp fishery in times of COVID 19

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