2010
DOI: 10.1108/01445151011029745
|View full text |Cite
|
Sign up to set email alerts
|

Lean automated manufacturing: avoiding the pitfalls to embrace the opportunities

Abstract: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
27
0
1

Year Published

2015
2015
2024
2024

Publication Types

Select...
7
1

Relationship

0
8

Authors

Journals

citations
Cited by 30 publications
(28 citation statements)
references
References 13 publications
0
27
0
1
Order By: Relevance
“…Lean also focusses on reduction of total cycle time (Drohomeretski et al, 2013;Lee and Wei, 2009) and reduction of lead time (Hu et al, 2008;Chen et al, 2010). Lean consists of many tools and techniques for improvement such as the Kanban system, 5S, Cause and Effect analysis (C&E), Value Stream Mapping (VSM) and many others (Drohomeretski et al, 2013;Chen and Lyu, 2009;Thomas et al, 2009).…”
Section: Introductionmentioning
confidence: 99%
“…Lean also focusses on reduction of total cycle time (Drohomeretski et al, 2013;Lee and Wei, 2009) and reduction of lead time (Hu et al, 2008;Chen et al, 2010). Lean consists of many tools and techniques for improvement such as the Kanban system, 5S, Cause and Effect analysis (C&E), Value Stream Mapping (VSM) and many others (Drohomeretski et al, 2013;Chen and Lyu, 2009;Thomas et al, 2009).…”
Section: Introductionmentioning
confidence: 99%
“…However, quality, efficiency, lead times, and cost should be considered when improving production system flexibility under shrinking global economic conditions. Three solutions are now used to improve production system flexibility [ 2 , 3 , 4 , 5 ]. Human-centered systems: Among existing production management philosophies and methods, lean production focuses on human-centered production systems [ 6 , 7 ].…”
Section: Introductionmentioning
confidence: 99%
“…A large number of studies on CI have focused on the sustainability of its implementation (Bhuiyan et al2006), including critical success factors (Achanga et al 2006;Sim and Rogers 2009), pitfalls (Chen et al 2010;Gurumurthy and Kodali 2011), culture (Angelis et al 2011;Bhasin and Burcher 2006) and lean leadership (Mann 2009;O'Rourke 2005).Top management appears to have an important role in the successful implementation of CI (Jørgensen et al 2003;Kay and Anderson 1999).In this respect, top management is responsible for creating a change-oriented culture and adopting new organization-wide ways of working. Hence, top management should stimulate a cultural change to support the implementation of CI principles throughout the organization (Mann 2009;Snee 2010).…”
Section: Theoretical Backgroundmentioning
confidence: 99%
“…In this respect, CI practices such as Lean have recently become more mature and professional in nature (Aloini et al 2011;Hines et al 2018;Rother 2010). While CI's initial focus was on improving efficiency, CI methods have evolved towards an emphasis on changing the organizational culture (Basu and Ahmed 2012;Heine et al 2016).CI programs such as Lean are about reducing waste and non-value adding activities in the entire organization but also about changing the corporate culture (Bhasin and Burcher 2006;Chen et al 2010). The cultural change is typically one of the biggest challenges in implementing CI (Bessant et al 1994;Lacksonen et al 2010).…”
Section: Organizational Culturementioning
confidence: 99%
See 1 more Smart Citation