The implementation of lean manufacturing in the furniture industry: A review and analysis on the motives, barriers, challenges, and the applications

Abu, Falah; Gholami, Hamed; Saman, Muhamad Zameri Mat; Zakuan, Norhayati; Štreimikienė, Dalia

doi:10.1016/j.jclepro.2019.06.279

Cited by 140 publications

(153 citation statements)

References 109 publications

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“…Going through lean literature reveals that there is very little research on the implementation of lean in wood and furniture companies. For the purpose of this research, the lean implementation issue [14] was extended to include suggested arguments from the integrative discussion by [11]. Table 1.…”

Section: Literature Reviewmentioning

confidence: 99%

“…), social performance (by reduction of existing hazards to the health and safety of employees), and, consequently, enhancing sustainable performance via the fulfilment of the triple bottom line requirements [9,10]. However, the adoption of this philosophy in developing countries is not promising, particularly in the forest-based (Finnish SMEs) industries, where lean is considered as a new concept and may have yet been established sufficiently in organization systems thinking [11,12]. This highlights a fundamental research question: "What are the barriers that hinder the implementation of lean manufacturing in wood and furniture industries?…”

Section: Introductionmentioning

confidence: 99%

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An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

et al. 2021

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This paper investigates the barriers that hinder the implementation of lean manufacturing in wood and furniture industries as the adoption of this philosophy in such industries is not promising especially in emerging economies. To this end, a comprehensive review of the literature was performed to identify the barriers and develop a conceptual model. Next, structural equation modeling is employed to examine the model using the collected data from 131 wood and furniture companies. The findings revealed a synergetic effect between three key factors—culture and human attitude, knowledge, and resources—which play a crucial role in implementing lean. The analyses indicated the reasons of companies refused or not ready to implement lean on knowledge and culture and human attitudinal issues, particularly in companies that have limited resources. It is believed that resource issues are an obstacle to lean implementation, but not as important as knowledge and culture and human attitudinal issues. Sufficient knowledge is needed to deploy lean practices as well as changes in culture and human attitude. Investigating the relationships between these three key barriers is a contribution that this study intends to become a forward step for promoting lean manufacturing among under-studied industries. This paper also proposes that through adopting the activities for lean implementation, small and medium enterprises can experience and quantify the positive impacts of lean practices. Government agencies, universities, and professional bodies can support such enterprises in this transition through targeted interventions that address the barriers presented.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

et al. 2021

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“…The amount of CO 2 emitted during production of 1 kWh of electricity is strongly dependent upon s.c. energy mix, which means the composition of row energy vectors in a particular region. The data published for various countries [85][86][87] show quite substantial differences between countries. The smallest value 0.013 kgCO 2 /kWh was reported for Sweden, while the highest of 0.819 kgCO 2 /kWh was for Estonia, and the value of 0.773 was reported for Poland.…”

Section: Solutions Enabling Energy Savingmentioning

confidence: 99%

Implementation of Lean Management as a Tool for Decrease of Energy Consumption and CO2 Emissions in the Fast Food Restaurant

2020

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The manuscript presents the possibilities of using selected Lean Management tools at a fast food restaurant located at the international airport terminal in Poland. Observations in other points of the company lasting for five years, made possible fair proposals for improvement of selected elements of production and work organization. The research part presents the results of application of such tools as value stream mapping (VSM), Kaizen, and 5S. The Lean Management method, chosen after careful analysis of the work system in the facility, contributed to the increase of work efficiency. Production times were shortened. Additionally, the possibility of reducing energy consumption, and thus the reduction of CO2 emissions associated with production, achieved without interfering with product quality was demonstrated. The timetable for device work was proposed. It was selected based on the analysis of the daily number of transactions compared with energy consumption. It should be emphasized that properly selected Lean tools allow for practical increase of work efficiency, reduction of production cycle times, and a decrease of energy consumption, which, in turn, leads to the decrease of CO2 emissions. It is demonstrated that, concerning the large number of enterprises of that type, introducing appropriate changes in work organization is able to facilitate large changes in emissions on a global scale. The presented solutions were tested in practice, however, due to the nature of the place, it should be considered individually.

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“…The authors discuss the case of various industries and propose that lean manufacturing concepts can be extended to sustainability and posit that additive manufacturing is of vital importance in sustainability. Abu et al (2019) Literature Review & Survey…”

Section: Marodin Et Al (2018) Surveymentioning

confidence: 99%

“…Therefore, a conscious effort should be made towards integrated implementation of both approaches for optimized manufacturing and operational performances. In the current literature, there exists a paucity of approaches that involve implementation of said approaches on system and sub-system levels, divided into various layers (Abu et al, 2019;Ghobakhloo & Azar, 2018).…”

Section: Using Agile Tool Of Technological Unificationmentioning

confidence: 99%

A K-Chart based implementation framework to attain lean & agile manufacturing

Zaheer

Amjad

Rafique

et al. 2020

Int. J. Prod. Manag. Eng.

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<div><p class="TtuloAbstract">Lean manufacturing has always ensured production optimization by eliminating wastes, and its implementation has helped in improving the operational performance of the organization since it eliminates the bottlenecks from the processes, thus making them efficient. In lean scenarios, the focus is on “waste” elimination, but in agile manufacturing, the focus is on the ability of comprehension of changing market dynamics and the resilience. One of the major factors in the combined implementation of lean and agile approaches is inadequate planning, monitoring and lack of awareness regarding changing market trends, and this can be countered by utilizing the effective tool of K-Chart. Through a systematic literature review, the authors establish the requirement of effective planning and monitoring in the implementation of integrated lean and agile approach, concluding that K-Chart is a handy tool to adopt for their effective implementation. The result provides a new vision of lean implementation through K-Chart, whereas it provides clarity to practitioners by presenting a K-chart based implementation framework for achieving favourable results. Being a literature review the research work can be validated through a case study approach in future through a comparative analysis between various implementation techniques and K-Chart.</p></div>

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The implementation of lean manufacturing in the furniture industry: A review and analysis on the motives, barriers, challenges, and the applications

Cited by 140 publications

References 109 publications

An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

Implementation of Lean Management as a Tool for Decrease of Energy Consumption and CO2 Emissions in the Fast Food Restaurant

A K-Chart based implementation framework to attain lean & agile manufacturing

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