Lean management as a countermeasure for “Normal” disruptions

Marley, Kathryn A.; Ward, Peter T.

doi:10.1007/s12063-013-0077-2

Cited by 20 publications

(15 citation statements)

References 33 publications

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“…It was described as “the systematic removal of waste by all members of the organisation from all areas of the values stream” (Khataie and Bulgak, 2013; Keyser and Sawhney, 2013; Naslund, 2008). The academic literature offers numerous examples of firms that have achieved significant performance improvement and reducing disruption as the result of implementing lean management (Khataie and Bulgak, 2013; Marley and Ward, 2013). It was also broadly used in public sector including healthcare, where it was analysed in interaction with agility principles (Stanton et al , 2014; Bateman et al , 2014; Aronsson et al , 2011).…”

Section: Results and Analysis Of The Classificationmentioning

confidence: 99%

Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades

Shokri

2017

IJQRM

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Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades Purpose-This research study intends to extend previous studies to a hybrid analysis of three business improvement practices of Lean, Six Sigma and Lean Six Sigma (LSS) within last two decades and identify the research gaps and focuses in more comprehensive and robust classification framework. Design/methodology/approach-A secondary data collection and literature review was conducted to collect information about peer reviewed journal articles under six dimensions of a tested classification framework. The frequency and distribution analysis was conducted followed by the Pearson's Chi Squared test to analyse any relationship between dimensions of framework in order to identify the gap. Finding-Despite a relatively great deal of regular research outputs about Six Sigma, Lean and LSS, academic journal articles have been found mainly limited to a few industries, themes and countries. "General manufacturing", "healthcare", "automotive" and "electronic industries" as sectors; and "tools and techniques", "benefits" and "success factors" as key themes have been mostly approached by LSS, Six Sigma and Lean management articles. It was also found that there is still a great disparity amongst researchers and journals to publish about these three business improvement practices. Research Implications-The research publications for LSS, Six Sigma and Lean management should have wider approach towards various manufacturing and service sectors, countries and journal publications. A greater level of research/enterprise activities has been found in relation to LSS and Six Sigma articles compared to Lean management articles. Originality/Value-This research aims to identify the gaps in research publications during last two decades about three major business improvement practices in one package and through more comprehensive robust classification framework and also through comparative analysis.

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Section: Results and Analysis Of The Classificationmentioning

confidence: 99%

Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades

Shokri

2017

IJQRM

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“…In other word, it is a way to notice problems early and to keep work areas and equipment in good operating condition even more to extend the duration. According to K. Marley and P. Ward [10], the idea for this stage is to have production operators clean their own workplaces at shift end, so that they notice details like spills, frayed cables, or broken lamps instead of just making the items become shine and bright.…”

Section: S Systemmentioning

confidence: 99%

“…5S is a system that used to reduce unwanted waste and optimize productivity through continuously maintaining the system in the workplace in order to consistent the operational results. The 5S method is a tool for continuous improving lean management processes, where the task is to create a highly efficient, clean, and ergonomic working environment [10]. However, effort and participation from top management is a key factor that determines the success of the 5S practice [11].…”

Section: Introductionmentioning

confidence: 99%

Implementation of 5S in Manufacturing Industry: A Case of Foreign Workers in Melaka

Houa

Musa

Sedek

et al. 2018

MATEC Web of Conferences

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Lean manufacturing system has been infiltrated in manufacturing sectors across the world. In fact, Lean manufacturing system is a practice which regards the use of the resources, creation of value for the end customers, and as the ways to eliminate the waste. There are several tools that can be used to eliminate the waste within the industry. This research is a study of the implementation of 5S in manufacturing industry. Despite this, the research study focused on manufacturing industry, which has been implemented 5S system in Melaka State. Although there are number of tools and technique available to help in improving the manufacturing process, however, there is only few industries could implement the tools successfully. In this research, foreign workers play a main role in implement the 5S systems as the manufacturing industry in Malaysia adopt large amount of foreign workers to work as employees. Therefore, it is important to ensure the foreign workers truly understand the concept of 5S system and adopt the best ways to implement it in order to have better performance. This research study has been proposed by the research model of the barriers to implementation of 5S in manufacturing industry among foreign workers. A several research method has been adopted to do the research, such as descriptive research design with quantitative methods, survey questionnaire and cross-sectional studies.

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“…manufacturing (Ratnayake and Antosz, 2017b;Stadnicka and Ratnayake, 2017b), information technology (Chen, 2016;Almoghathawi et al, 2017), blasting and coating industry (Shou et al, 2017), aircraft (Stadnicka and Ratnayake, 2017c), healthcare (Mustapha and Fajola, 2016), road and routing operations (Aziz et al, 2017;Villarreal et al, 2016), warehouse and supply chain (Zokaei and Manikas, 2014;Yusuf et al, 2014;Reis et al, 2017), services (Bargshady et al, 2016), aquaculture (Malindretos et al, 2016), fashion industry Oil and gas chain processes (Benjamin, 2016), electronic devices (Pinto and Mendes, 2017), construction (Viana et al, 2012;Marley and Ward, 2013;Formoso et al, 2015) and project development (Tonnessen et al, 2015;Itua, 2015). Other authors explored the VSM integrated with other subjects, such as sustainability of manufacturing processes (Habidin et al, 2013;Helleno et al, 2017;Garbie, 2017), theory of constraints (Librelato et al, 2014) and business process reengineering (Radosevic et al, 2014).…”

Section: Ijlss 112mentioning

confidence: 99%

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Lobo

Calado

Conceição

2018

IJLSS

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Purpose Lean approach has overcome the boundaries of the automotive and manufacturing industry and has achieved many different sectors of the economy, including services. In this context, this paper aims to investigate the applicability of value stream mapping (VSM) tool in processes of the oil and gas chain. Also, this paper investigates if there is a specific framework currently being used by organizations belonging to this chain to map the value stream of its processes. Design/methodology/approach A detailed systematic review of the literature is done by using a set of relevant keywords based on peer-reviewed journal articles and conference papers available in the Scopus database, analyzing data from 2012 to 2017. Content analysis methodology involving a four-step process (identification, screening, eligibility and inclusion) suggested by Moher et al. (2009) was adopted for this study. Findings The number of studies in literature on VSM applicability to the oil and gas chain processes is low when compared to studies regarding the application of lean tools and methods in general in this area. Also, there is no specific framework that has been used by the oil and gas chain companies to carry out the VSM, which is a research gap that can be further explored. Research limitations/implications Sample size for this research consists of 42 studies, thereby limiting the generalizability of the research studies. However, the analysis presented in this paper was based only on Scopus database, which is a remarkable and broad base, which provided robustness to the data found. Practical implications Practicing managers of oil and gas chain who are planning to transform their processes can use the VSM for it. Researchers can explore the research gap found in this study and develop a specific framework to implement VSM in the oil and gas chain processes. Originality/value This is the first paper to evaluate the VSM tool applicability to the oil and gas chain processes based on an systematic literature review and understand if this is possible and if there is a specific framework to carry out this task.

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Lean management as a countermeasure for “Normal” disruptions

Cited by 20 publications

References 33 publications

Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades

Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades

Implementation of 5S in Manufacturing Industry: A Case of Foreign Workers in Melaka

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

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