Purpose - This paper aims to investigate the definition of Lean Production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. Methodology/Approach - The paper is based on a review of the contemporary literature on Lean Production, both journal articles and books. Findings - It is shown in the paper that there is no consensus on a definition of Lean Production between the examined authors. The authors also seem to have different opinions on which characteristics that should be associated with the concept. Overall it can be concluded that Lean Production is not clearly defined in the reviewed literature. This divergence can cause some confusion on a theoretical level, but is probably more problematic on a practical level when organizations aim to implement the concept. This paper argues that it is important for an organization to acknowledge the different variations, and to raise the awareness of the input in the implementation process. It is further argued that the organization should not accept any random variant of Lean, but make active choices and adapt the concept to suit the organization-s needs. Through this process of adaptation, the organization will be able to increase the odds of performing a predictable and successful implementation. Originality/Value - This paper provides a critical perspective on the discourse surrounding Lean Production, and gives an input to the discussion of the implementation of management models. Keywords - Lean Production, Definition, Construct Validity, Total Quality Management Paper type - Conceptual paper

https://www.ep.liu.se/ecp/033/025/ecp0803325.pdf

Defining Lean Production : Some conceptual and practical issues

Studies examining the relationship between lean manufacturing and employee well-being to date have yielded contradictory findings, whereby positive, negative and contingent effects have all been demonstrated. These inconsistencies are partly attributed to the absence of an appropriate model that captures the complex job design associated with this context and its relationship with employee outcomes. In this paper, we propose and test a model of job design under lean manufacturing using the job demands-resources framework to capture the distinct motivational and health-impairing potential of this context. Data from 200 employees from a multinational pharmaceutical manufacturer with extensive levels of long-term lean usage supported the direct and interactive effects of lean-specific resources and demands in the prediction of employee work engagement and exhaustion. The findings encourage lean users to minimise the health-impairing potential of its demands and utilise their motivational potential by complementing them with the appropriate job resources necessary to cope with a high-involvement, fast-paced work environment.

Job design under lean manufacturing and the quality of working life

In order to preserve competitiveness in their markets, organizations seek incessantly tools to help them manage their activities. To identify scientific production related to lean manufacturing implementation in organizations. This study was undertaken through bibliometric analysis using metadata extracted from two different scientific databases: Web of Science and Scopus, in the period from 2007 to 2018. The literature trend lies in the barriers faced by lean manufacturing implementation, in framework development to support implementation, and in model building to evaluate what has been done. The contribution of this work is in the opportunity to suggest of a knowledge repository to support lean manufacturing projects. The authors’ main discussions are related to lean manufacturing models, and the lack of sharing experiences acquired by employees during the deployment process.

Lean manufacturing implementation: bibliometric analysis 2007–2018

The present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.,Following an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.,The present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.,The present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.,The present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.,Successful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.,Emphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To validate the VSM approach, simulation has been done.,VSM approach has been used to implement lean stages in the U-bolt section. Current state map was prepared and future state map has been implemented. Further, simulation has been done to compare current state and future state maps.,It has been found that there is 87.59% reduction in cycle time (C/T), 76.47% reduction in work-in-process (WIP) inventory, 95.41% reduction in production lead time, 66.08% increase in value added (VA) ratio, 95.78% reduction in non-value added (NVA) time, 57.14% reduction in the number of operators and 70.67% reduction in change over (C/O) time for the U-bolt section. Simulated and VSM of current and future state has observed error of 5 s.,This study is based on automotive manufacturing industry situated in northern part of India. The outcome of this study is applicable only to the selected product of the manufacturing company.,This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

Application of lean manufacturing in automotive manufacturing unit

Article history: Received: July 24, 2017 Received in revised format: August 6, 2017 Accepted: October 25, 2017 Available online: October 26, 2017 The purpose of this paper is to explore and integrate the role of human resources with the internal practices of the Indian manufacturing industries towards successful implementation of lean manufacturing (LM). An extensive literature survey is carried out. An attempt is made to build an exhaustive list of all the input manifests related to human resources and internal practices necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its successful implementation. A structural model is thus conceptualized, which is empirically validated based on the data from the Indian manufacturing sector. Hardly any survey based empirical study in India has been found to integrate human resources with the internal processes towards successful LM implementation. This empirical research is thus carried out in the Indian manufacturing industries. The analysis reveals six key input constructs and three output constructs, indicating that these constructs should act in unison to maximize the benefits of implementing lean. The structural model presented in this paper may be treated as a guide to integrate human resources with internal practices to successfully implement lean, leading to an optimum utilization of resources. This work is one of the very first researches to have a survey-based empirical analysis of the role of human resources and internal practices of the Indian manufacturing sector towards an effective lean implementation. © 2018 by the authors; licensee Growing Science, Canada.

/pdf/using-structural-equation-modelling-to-integrate-human-4c99censf2.pdf

Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation

Purpose – The purpose of this study is to enhance the output of a manufacturing set-up in phases, by identifying the wastages in the existing line and, thereby, reducing them Design/methodology/approach – Feasibility checking and optimization of capacity enhancement of a processing line have been discussed Value stream mapping (VSM) methodology has been used as a data-driven decision-making tool to identify the constraints in the current state and subsequent states The future state has been achieved in stages using VSM tool of lean manufacturing, coupled with the management philosophy of Theory of Constraints An example of an Indian company has been added to demonstrate the suitability of the approach Findings – The proposed approach addresses an important issue of phased increase in customer demand and the process of accommodating it through multi-phased maneuvering of productive capacity at constraint points instead of enhancing the capacity at one go The underlying problem of capacity enhancement

Capacity augmentation with VSM methodology for lean manufacturing

This research article attempts to determine brand loyalty by classifying current and potential customers in the commercial paints industry based on eight promotional parameters. It is a pre...

Classification Analysis for Brand Loyalty Determination

Lean approach focuses on elimination of wastes by continuously identifying slacks and removing them. From Human Resource Management perspective, unutilized work time and excess workers are considered as slacks. Increasing worker utilization and downsizing usually lead to reduced manufacturing costs. Lack of job security coupled with the need to accomplish more with less people constitutes a source of employee stress in lean enterprises. Increasing worker utilization is a short term solution to improve productivity but at the cost of welfare of the workers. This will eventually negatively affect the capability of an organization to innovate, which is harmful for the organization in the long run. An attempt has been made in this paper to develop an effective solution to this problem by suggesting a framework to identify the deficiencies existing in the current system so as to improve upon the same and move towards an improved state in the future.

The Employee Perspective in Lean Environment

In today’s organizational environment, the need to accomplish more with less people constitutes a source of employee stress. Increasing worker utilization may improve productivity in the system in the short run but at the cost of welfare of workers. This will negatively affect the capability of an organization to innovate, which is harmful for it in the long run. Hence, it becomes essential to take care of the welfare of both the employees and the organization simultaneously. An innovative model has been developed for a manufacturing system in lean environment to examine the current ‘welfare’ state which is considered as a combination of a set of welfare parameters for both the employees and the organization. Subsequently, a set of flexibility parameters have been identified and their respective impacts on the current ‘welfare’ state observed. The model has been tested with the help of an Indian case study which revealed a positive impact of flexibility.

A model-based approach of flexibility and its impact on organization and employee welfare in lean environment

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