Modeling Lean implementation for manufacturing sector

Sharma, Vikram; Dixit, Amit Rai; Qadri, Mohd. Asim

doi:10.1108/jm2-05-2014-0040

Cited by 43 publications

(31 citation statements)

References 47 publications

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“…Firm B however gained full support from the senior management and has company-wide implementation. Extensive training with external consultant provides clear communication on the purpose of lean and the implementation processes, which is the initial key to lean success (Chaplin et al , 2016; Sharma et al , 2016). Improvements were seen throughout Firm B with implementation of several tools and not just one tool to accommodate necessary improvements needed in different areas as also pointed out in other researches (Murugesan et al , 2016).…”

Section: Resultsmentioning

confidence: 99%

Success factors and barriers to implementing lean in the printing industry

Azyan

Pulakanam

Pons

2017

JMTM

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Purpose Lean principles are applied in manufacturing and service industries extensively, but its successful application in the printing industry has been poor. The purpose of this paper is to explore the factors that impede the uptake of lean in the printing industry. Design/methodology/approach Qualitative case study research methods were used to explore success factors and barriers to implementing lean in printing by interviewing two managers and three employees at each of two printing firms that had implemented lean to different degrees. Findings A number of critical success factors and barriers to implementing lean are identified. Success factors include practitioners’ understanding of lean philosophy, principles and methods, management leadership and commitment, upfront training in lean and effective communication. Originality/value The work contributes to empirical research on implementing lean in the printing industry. This research identified critical success and failure factors in implementing lean in this industry. Management knowledge, commitment, and support emerged as key factors. A theoretical framework is provided that proposes relationships of causality for the successful implementation of lean in this industry.

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Section: Resultsmentioning

confidence: 99%

Success factors and barriers to implementing lean in the printing industry

Azyan

Pulakanam

Pons

2017

JMTM

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“…To find solutions to the challenges that manufacturing companies are subjected to, they need to adapt their management style (Shamah, 2013) and look for new manufacturing strategies (Nawanir et al, 2016). Lean Manufacturing (LM) has been one of the most widely accepted manufacturing strategies and management styles deployed by organsiations worldwide to enhance their business performance (Sharma et al, 2016a). For this reason, the application of LM has spread from companies in developed economies, particularly the USA and Europe, to companies in developing economies, particularly in Asia and the Indian subcontinent (Chaplin et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Practical implications and future research agenda of lean manufacturing: a systematic literature review

Antony

Psomas

Garza‐Reyes

et al. 2020

Production Planning & Control

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Academic literature on Lean Manufacturing (LM) is widely available. However, due to its fragmentation, the contribution of LM from academic and practical perspectives is controversial. This paper establishes the practical implications of LM studies carried out worldwide and identifies novel research streams. A Systematic Literature Review (SLR) of peer reviewed journal articles was conducted. A total of 212 articles published in 52 journals during 2005-2016 were collected from four major management science publishers. An "affinity diagram" was applied to organize the data into natural and logical themes. Conceptual frameworks with regard to LM practical implications and future research direction were formulated. The results revealed the "vital few" academic journals which have published the majority of the LM articles. Meaningful themes of LM practical implications and future research suggestions were revealed and classified into two categories. In category one, themes related to the pre-implementation, implementation and post-implementation phases of LM were identified. In category two, themes related to the country in which the companies operated, the diverse managerial systems available, and the methodological research approach were identified. Main themes supported in the literature by most references were determined. Finally, respective statements of practical implications and future research were also analytically presented.

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“…There is a criteria element linkage in knowledge management [31], the interaction constraints in total quality management [32]; understand the elements of entrepreneurial constraints [33], the priority strategy [34], determine the critical success factors [30], also uses one element [35]. Several previous studies used the ISM with one element for the development of the institution's management business [36]; [37]; [38]; [39]; [40]; [41]. Development of the institutional system structure is also using a single element.…”

Section: Results and Discussion Structure On Institutional Systemmentioning

confidence: 99%

Development of Institution Structure of Agriculture Resources Management at Pesantren

Pradini¹,

Alikodra²,

Hasim³

et al. 2017

Wacana

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Multirole of pesantren demand are very complex and dynamic in human development and agriculture development. Pesantrens who have noble values, the spiritual capital as well as agricultural resources are expected to drive the development of agriculture. However, the problem complexity that exist bring pesantren to changes overall and continuously to achieve its goals. This study aims to identify the key elements of the development of the institutional structure of agricultural resource management at pesantren, and also strategy formulation as well as institutional model implementation. Analysis of the institutional structure used Interpretive Structural Modeling (ISM), and prioritizing implementation models strategies used Exponential Comparative Method (ECM). Financing institutions identified as key elements of institutional structures at pesantren has agricultural resources. Pesantren as social institutions have the potential of agricultural resources managed by the cooperative venture or other productive enterprises. The agency is highly dependent on the financial institutions supporting with a particular scheme in order to promote the sustainability of educational activities and business management that grew up in pesantren. Institutional management of agricultural resources is reinforced by economic institutional community based on faith and good deeds that create a balance of material and spiritual well as the interests of the individual and society. Priority implementation strategy including the competency development of HR pesantren, pesantren leadership cadre and the development of vision-mission in accordance with the paradigm of sustainable development.

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Modeling Lean implementation for manufacturing sector

Cited by 43 publications

References 47 publications

Success factors and barriers to implementing lean in the printing industry

Success factors and barriers to implementing lean in the printing industry

Practical implications and future research agenda of lean manufacturing: a systematic literature review

Development of Institution Structure of Agriculture Resources Management at Pesantren

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