Topic
Lean IT
About: Lean IT is a research topic. Over the lifetime, 688 publications have been published within this topic receiving 32051 citations.
Papers published on a yearly basis
Papers
Book•
1 Jan 1991
TL;DR: A 5-million-dollar 5-year study on the future of the automobile industry was conducted by the Massachusetts Institute of Technology (MIT) as mentioned in this paper, which was based on the International Motor Vehicle Program (IMVP).
Abstract: This book is based on the Massachusetts Institute of Technology (MIT) 5-million-dollar 5-year study on the future of the automobile. Designated the International Motor Vehicle Program (IMVP), the MIT study explored the differences between mass production and lean production in the automobile industry. Lean production, pioneered by Eiji Toyoda and Taiichi Ohno at the Toyota Motor Company in Japan, combines the advantages of craft and mass production, while avoiding the high cost of the former and the rigidity of the latter. Toward this end, lean producers employ teams of multiskilled workers at all levels of the organization and use highly flexible, increasingly automated machines to produce volumes of products in enormous variety. Lean production (a term coined by IMVP researcher John Krafcik) is "lean" because it uses less of everything compared with mass production. Also, it requires keeping far less than half the needed inventory on site, results in many fewer defects, and produces a greater and ever growing variety of products. Lean production changes how people work. Most will find their jobs more challenging and will become more productive, but, at the same time, they may find their work more stressful. Lean production calls for learning far more professional skills (than in mass production) and applying these creatively in a team setting (rather than a rigid hierarchy). This book is organized in three sections. The first, "The Origins of Lean Production," traces the evolution of lean production. The second, "The Elements of Lean Production," looks at how lean production works in factory operations, product development, supply-system coordination, customer relations and as a total lean enterprise. Finally, in the third section, "Diffusing Lean Production," the authors examine how lean production is spreading across the world and to other industries and, in the process, is revolutionizing how people live and work. Also examined are the barriers that are preventing companies and countries from becoming lean. Creative ways leanness can be achieved are suggested.
6,435 citations
TL;DR: In this paper, the effects of three contextual factors, plant size, plant age and unionization status, on the likelihood of implementing 22 manufacturing practices that are key facets of lean production systems are examined.
3,057 citations
Book•
1 Jan 1996
TL;DR: In this paper, Lean thinking is used to eliminate waste and create wealth in a company, with the goal of eliminating waste and creating wealth in the company itself, by eliminating unnecessary resources.
Abstract: (1997). Lean Thinking—Banish Waste and Create Wealth in your Corporation. Journal of the Operational Research Society: Vol. 48, No. 11, pp. 1148-1148.
2,815 citations
TL;DR: In this article, the authors provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organization, and point out areas for future research.
Abstract: The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high‐volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research.
1,882 citations
TL;DR: In this paper, the authors analyzed the incompletely perceived link between Industry 4.0 and lean manufacturing, and investigated whether Industry4.0 is capable of implementing lean manufacturing and provided an important insight into manufacturers' dilemma as to whether they can commit into Industry 4-0, considering the investment required and unperceived benefits.
Abstract: Purpose: Lean Manufacturing is widely regarded as a potential methodology to improve productivity and decrease costs in manufacturing organisations. The success of lean manufacturing demands consistent and conscious efforts from the organisation, and has to overcome several hindrances. Industry 4.0 makes a factory smart by applying advanced information and communication systems and future-oriented technologies. This paper analyses the incompletely perceived link between Industry 4.0 and lean manufacturing, and investigates whether Industry 4.0 is capable of implementing lean. Executing Industry 4.0 is a cost-intensive operation, and is met with reluctance from several manufacturers. This research also provides an important insight into manufacturers’ dilemma as to whether they can commit into Industry 4.0, considering the investment required and unperceived benefits. Design/methodology/approach: Lean manufacturing is first defined and different dimensions of lean are presented. Then Industry 4.0 is defined followed by representing its current status in Germany. The barriers for implementation of lean are analysed from the perspective of integration of resources. Literatures associated with Industry 4.0 are studied and suitable solution principles are identified to solve the abovementioned barriers of implementing lean. Findings: It is identified that researches and publications in the field of Industry 4.0 held answers to overcome the barriers of implementation of lean manufacturing. These potential solution principles prove the hypothesis that Industry 4.0 is indeed capable of implementing lean. It uncovers the fact that committing into Industry 4.0 makes a factory lean besides being smart. Originality/value: Individual researches have been done in various technologies allied with Industry 4.0, but the potential to execute lean manufacturing was not completely perceived. This paper bridges the gap between these two realms, and identifies exactly which aspects of Industry 4.0 contribute towards respective dimensions of lean manufacturing.
898 citations
Related Topics (5)
Performance Metrics
| Year | Papers |
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| 2024 | 4 |
| 2023 | 2 |
| 2022 | 7 |
| 2021 | 1 |
| 2020 | 1 |
| 2019 | 1 |