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"Lean production"
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Industry 4.0 implies lean manufacturing: research activities in industry 4.0 function as enablers for lean manufacturing
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 above mentioned 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.
Journal Article
Cooperative management of an initial training program: case study of a Czech production site of a Japanese globalized manufacturing firm
PurposeThis study examines the case of an initial training, called “Dojo”, invented and implemented at a production site in the Czech Republic. It clarifies the initial training program implementation process and offers a conceptual framework for cooperative management of subsidiary activities at the site and firm.Design/methodology/approachThis study conducts an in-depth analysis of qualitative data from the Czech production site over a five-year period. The theoretical base is the theorization and labeling phase of management innovation (MI), the final phase of which legitimizes a new management practice. Interview data, archival data, pictures and financial data are used for the analysis.FindingsTo legitimize the Dojo in the operational flow controlled by the site and firm, the Czech production site acquires validation of the Dojo from employees and board members of the Japanese and European headquarters, helping the site build trustful relationships with them. Training programs, process standardization and skills standardization of the workers offer benefits to the trainees, production site and firm.Originality/valueThe authors offer theoretical insights into MI at the subsidiary-level, which past studies have not differentiated at the firm-level. The authors also provide details of the implementation and management of initial training for newly hired blue-collar workers at the production site. The findings complement related literature on human resource management and operational management.
Journal Article
Not so different altogether: Putting lean and sociotechnical design into practice in a process industry
Purpose: The shop-floor organization under lean production (LP) has been hotly debated for about three decades. As this organization concept leaves considerable room for interpretation, the content of lean-inspired changes can vary widely. This paper pleads for a contingency view of how LP is implemented and how the outcomes of lean-inspired changes rely on users' interpretations of the concept in particular production contexts. Design/methodology/approach: A case study was conducted in two large Norwegian chemical plants. Data from the observations and interviews were supplemented by interviews with top managers in 2017 and 2018. The first author also followed a management audit in one plant, assessing the plant's overall implementation of the company-specific production system. Findings: The lean-inspired changes in the company had brought about a shop-floor organization typically associated with sociotechnical design (STD), including extensive employee choice autonomy and a broad span of control. Originality/value: Our findings demonstrate the importance of understanding how lean is interpreted in different contexts. Our contingency view may aid organizational designers in making more-informed choices by clarifying relevant issues and trade-offs in lean implementations.
Journal Article
Methods of Lean Production to Improve Quality in Manufacturing
Purpose: Quality in manufacturing can be improved by using lean production methods. The paper discusses traditional and modern methods of lean production and their use in different enterprises.Methodology/Approach: Through a questionnaire survey and research, 90 industrial enterprises were classified by the size, production scope and their ownership. The research results were analyzed by means of statistical methods to determine the differences in the use of lean production methods.Findings: Regarding the lean production and its different methods, the size of the enterprise is an important factor. The statistics revealed that large enterprises tend to use lean production more. It was also proved that some methods of lean production are not completely common in the Czech Republic. Moreover, some methods are quite new to the majority of the enterprises.Research Limitation/implication: Some questionnaire surveys conducted in different countries (especially in the US) use a different enterprise size classification. As the research results show, there is still a large potential for the introduction of lean production methods in small and middle-sized enterprises that can help enterprises to improve the quality of their production.Originality/Value of paper: The application of lean production methods has been investigated so far, especially in large engineering enterprises. The paper deals with the use of these methods also in small and medium sized enterprises. The authors focused their research also on non-engeneering enterprises in the field of the food industry and production of products for domestic use too.
Journal Article
Lean for systems engineering with lean enablers for systems engineering
\"The book describes the cutting-edge field of Lean for Systems Engineering and the new intellectual product Lean Enablers for Systems Engineering, LEfSE, a comprehensive checklist of 194 practices of Systems Engineering, focused on creating value without waste in large technological programs\"--
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