Lean manufacturing and human resources: a systematic literature review on future research suggestions

Koemtzi, Maria; Psomas, Evangelos; Antony, Jiju; Tortorella, Guilherme Luz

doi:10.1080/14783363.2022.2071256

Cited by 9 publications

(7 citation statements)

References 191 publications

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“…There is widespread agreement that inappropriate HRM practices and cultural changes are the major contributors to the failure of lean initiatives (Wickramasinghe and Wickramasinghe, 2020). Because of this, firms face enormous challenges with HR management practices as they make a lean transition (Bouranta et al , 2022; Koemtzi et al , 2023). There are many HRM techniques that can encourage employees to support the company’s objectives.…”

Section: Literature Reviewmentioning

confidence: 99%

Human-related lean practices for manufacturing SMEs’ lean transformation: a systematic literature review

Subramanian,

M.,

2023

NBRI

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Purpose Demanding and highly competitive business environment has stimulated small and medium enterprises (SMEs) to restructure their manufacturing practices. Lean manufacturing (LM), a comprehensive alternative, is now being adopted, notably by manufacturing organizations, to increase business effectiveness and performance through a variety of lean approaches. Lean implementation, however, ran into a number of difficulties, which showed that non-technical factors such as human-related practices must also be integrated if lean is to be successful. This study aims to examine a thorough overview of the various human-related lean practices (HRLP) mentioned in recent literature and to determine which of them is more pertinent to a successful LM implementation in SMEs. Design/methodology/approach A total of 193 publications published in 45 journals between 2013 and 2023 and based on the 4 reputable publishers, namely, Science Direct, Emerald Online, Taylor and Francis and Springer Link, were gathered based on a systematic literature review of peer-reviewed journal articles in LM. Findings The amount of research on human resource management and lean management that has been conducted has increased dramatically during the past few years. The outcome of this study will offer a thorough analysis of soft lean practices found in the LM literature that manufacturing SMEs should take into account while implementing lean. Research limitations/implications The scope of this research is restricted to a survey of scholarly works using the terms “Lean manufacturing” or “Lean production” as well as “human” or “people” or “soft-lean practices” in the title. Furthermore, only works published in scholarly publications that have undergone peer review were included. Also, due to the authors’ linguistic restrictions, only English articles were used. The HRLP linked to a smooth lean transition are described in this research. Thus, it can be used to assist the production and human resource departments in raising an organization’s long-term performance. Originality/value The study gives researchers a better grasp of the direction the subject is taking and what gaps still exist, which aids them in focusing their research on HRLP in small- and medium-sized businesses.

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Section: Literature Reviewmentioning

confidence: 99%

Human-related lean practices for manufacturing SMEs’ lean transformation: a systematic literature review

Subramanian,

M.,

2023

NBRI

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“…Researchers (Jabbour et al, 2019;Sony et al, 2022) have observed that emerging concept such as Industry 4.0 is giving new dimensions to the green and sustainable circular economy. It is observed that the integrated approach of lean six sigma and Industry 4.0 helps organizations develop capabilities for long-term sustenance and competitive advantage (Anvari et al, 2020;Koemtzi et al, 2022). LSSI implementation results in increased flexibility, reduced costs and enhanced customer satisfaction and profitability of organizations (R€ uttimann and St€ ockli, 2016;Sony, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…It is observed that the integrated approach of lean six sigma and Industry 4.0 helps organizations develop capabilities for long-term sustenance and competitive advantage (Anvari et al. , 2020; Koemtzi et al. , 2022).…”

Section: Introductionmentioning

confidence: 99%

Analysis of critical success factors for successful integration of lean six sigma and Industry 4.0 for organizational excellence

Samanta

Virmani

Singh

et al. 2023

TQM

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PurposeManufacturing industries are facing dynamic challenges in today’s highly competitive world. In the recent past, integrating Industry 4.0 with the lean six sigma improvement methodologies has emerged as a popular approach for organizational excellence. The research aims to explore and analyze critical success factors of lean six sigma integrated Industry 4.0 (LSSI).Design/methodology/approachThis research study explores and analyzes the critical success factors (CSFs) of LSSI. A three-phase study framework is employed. At first, the CSFs are identified through an extensive literature review and validated through experts’ feedback. Then, in the second phase, the initial list of CSFs is finalized using the fuzzy DELPHI technique. In the third phase, the cause-effect relationship among CFSs is established using the fuzzy DEMATEL technique.FindingsA dyadic relationship among cause-and-effect category CSFs is established. Under the cause category, top management commitment toward integrating LSSI, systematic methodology for LSSI and organizational culture for adopting changes while adopting LSSI are found to be topmost CSFs. Also, under the effect category, organizational readiness toward LSSI and adaptability and agility are found to be the uppermost CSFs.Practical implicationsThe study offers a framework to understand the significant CSFs for LSSI implementation. Insights from the study will help industry managers and practitioners to implement LSSI and achieve organizational excellence.Originality/valueTo the best of the authors’ knowledge, CSFs of LSSI are not much explored in the past by researchers. Findings will be of great value for professionals in developing long-term operations strategies.

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“…O Lean Manufacturing (LM) é o principal ambiente de expansão da filosofia e metodologia Lean no Brasil com diversos casos publicados nos últimos anos [4;5;6]. No entanto, embora ainda se dê uma atenção especial ao setor produtivo, tem-se percebido que uma análise mais aprofundada em fatores humanos [7] e em barreiras de implantação [8] é fundamental para garantir um desempenho prático e eficaz na adoção dos conceitos do Lean (e.g. Just in Time) [9].…”

Section: Introductionunclassified

FRAMEWORK LIN4EIA – GERENCIAMENTO DA IMPLANTAÇÃO DO LEAN & I4.0 SOB A ÓTICA DA INTEROPERABILIDADE

Felipe Pierin Ramos,

de Freitas Rocha Loures,

Deschamps

et al. 2023

Anais Do International Conference on Production Research Americas

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O processo de digitalização das pequenas e médias empresas (PMEs) brasileiras vem encontrando dificuldades que variam desde a compreensão da funcionalidade da tecnologia até o gerenciamento da implantação delas. De forma a reduzir estas barreiras, recomenda-se que se utilize os princípios básicos do Lean tanto na manufatura (Lean Manufacturing) quanto na gestão (Lean Management) em conjunto com os princípios básicos da Indústria 4.0 (I4.0), caracterizando assim o Lean & I4.0. No entanto, recomenda-se que a I4.0 atue com a Arquitetura de Interoperabilidade Organizacional (EIA) que na literatura ainda é pouco relacionada ao Lean & I4.0 sendo considerada de fundamental importância no mapeamento de barreiras. O objetivo deste artigo é desenvolver um framework onde se relacione os três conceitos (Lean, I4.0 e EIA) suportado pela metodologia Hoshin Kanri (Matriz X) para que se torne mais acessível as PMEs a gestão da implantação de novas tecnologias de forma enxuta, padronizada, e mais bem estruturada. Para tal, será utilizado os métodos multicritérios de suporte à tomada de decisão (MCDMs) para priorização de todos os elementos contidos na matriz (AHP), para análise de influência pontual entre projetos/iniciativas e entre barreiras de interoperabilidade existentes, e finalmente, para determinar o impacto entre os elementos relacionados nos quadrantes tanto da Matriz X quanto da Matriz LIN4EIA. Como resultado, tem-se a composição do framework denominado LIN4EIA apontando o roadmap de projetos a ser implantado.

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Lean manufacturing and human resources: a systematic literature review on future research suggestions

Cited by 9 publications

References 191 publications

Human-related lean practices for manufacturing SMEs’ lean transformation: a systematic literature review

Human-related lean practices for manufacturing SMEs’ lean transformation: a systematic literature review

Analysis of critical success factors for successful integration of lean six sigma and Industry 4.0 for organizational excellence

FRAMEWORK LIN4EIA – GERENCIAMENTO DA IMPLANTAÇÃO DO LEAN & I4.0 SOB A ÓTICA DA INTEROPERABILIDADE

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