Lean has established itself as the primordial approach to obtain operational excellence. Its simple and intuitive techniques focus on reducing lead time through continuous improvement, involving all levels of employees in the organization. However, the rate of successful implementations has remained low. This paper contributes to the understanding of continuous improvement in a Lean context, by analyzing a database of almost 10.000 improvement actions, from 85 companies, covering the time frame 2010–2018. It discusses categories of actions, their impact and cost, as well as key characteristics of the companies. It proposes an objective criterion to identify “success” and “failure” in Lean implementation and tries to link these to operational results. It is probably the first time an analysis of this magnitude on the subject has been performed.
The paper presents the technology and organization of the artistic cast production. On the basis of the actual cast production system, the
manufacturing process was shown, in particular sand–piece moulding, which is a very important process and a time-consuming part of the
entire manufacture of the casts. The current state of the production process as well as the organization of the work and production
technology were analysed with the use of methods and techniques of production improvement, the Lean Manufacturing concept and
computer systems. The results of the analysis and studies were shown with use of schemes and graphs of the layout of the production
resources, a flow chart of the production process, value stream mapping, and a costs table for the production and modernization of the
moulding stage. The work has shown that there are possibilities to improve the artistic cast production system. This improvement leads to
increased productivity, lower production costs of artistic casts and increased competitiveness of the foundry.
Studies linking the use of lean practices to company performance have been increasing as
markets are becoming more competitive and companies are eager for reducing waste and
therefore implementing the Lean Management (LM) philosophy to improve performance.
However, results from these studies have found various and different impacts and some light
is needed. Extant literature was reviewed and, to achieve the research objective, a metaanalysis
of correlations was carried out. The obtained results suggest a positive relationship
between some lean practices and performance measures. Furthermore, the presence of moderators
influencing the relationship between lean practices and performance outcomes is
highlighted in our results. To our best knowledge, this is the first research that proposes
a comparison of results from primary studies on Lean implementation, by analysing the
linear relationship between lean practices and enterprise performance. It fills this gap and
therefore represents an important contribution.
A robust manufacturing sector is imperative for achieving sustainable and inclusive development.
Also, in the Indian context, Micro, Small and Medium Enterprises (MSMEs) are
of vital importance due to their contribution to GDP, exports and employment. Indian
Government has launched many schemes to vitalize and improve the competitiveness of
Manufacturing MSMEs. ‘Lean Manufacturing Competiveness Scheme’ (LMCS) is a huge
step aimed to act as a catalyst for lean adoption by Indian MSMEs. This paper uses SAP
LAP framework to address critical questions regarding lean adoption by Indian manufacturing
MSMEs in the context of the government scheme ‘LMCS’. The study adds to the
existing body of knowledge on lean manufacturing that emphasizes on the importance of
soft issues while implementing lean. It also benefits the stakeholders by suggesting suitable
actions that can be taken to further improve the competitive priorities of MSMEs.
The paper discusses possible applications of wireless technologies in support of lean manufacturing tools. The typology of lean tools is provided. It distinguishes three main categories, which are identification and analysis of waste, improvement implementation, and process monitoring. The set of lean tools was analyzed in terms of information requirements. On the other hand, the typology of wireless technologies was discussed including RFID and Wi-Fi. The literature review of wireless technology applications for support of lean tools was conducted. The literature was systematically reviewed from the point of view of specific technologies and specific tools which were the subjects of the analyzed publications. Both typologies were synthesized to establish a framework for wireless technologies applications in the context of lean manufacturing implementation. It also could serve as a guideline for lean practitioners and implies future research directions. This paper is an extended version of paper published by [1].
The main purpose of this article is to present an author’s methodology of production levelling
and to show the impact of levelling on the time during which the product passes
through the process and on staff performance. The article presents the analysis of literature
concerning the method of improving the production process, especially taking production
levelling into consideration. The authors focussed on the definition and methodologies of
production levelling. A diagram of interrelations showing determinants and efficiency measures
of production levelling as well as an author’s production levelling methodology have
been presented. An example of the implementation of production levelling in one of the departments
of a company manufacturing surgical instruments has also been shown. Analysis
of the current state, stages of implementation and end effects have been presented. Attention
was focussed on the time during which the product passes through the process and on staff
performance.