Evidence suggests that Lean, Six Sigma and Green approaches make a positive contribution to the economic, social and environmental (i.e. sustainability) performance of organisations. However, ...evidence also suggests that organisations have found their integration and implementation challenging. The purpose of this research is therefore to present a framework that methodically guides companies through a five stages and sixteen steps process to effectively integrate and implement the Green, Lean and Six Sigma approaches to improve their sustainability performance. To achieve this, a critical review of the existing literature in the subject area was conducted to build a research gap, and subsequently develop the methodological framework proposed. The paper presents the results from the application of the proposed framework in four organisations with different sizes and operating in a diverse range of industries. The results showed that the integration of Lean Six Sigma and Green helped the organisations to averagely reduce their resources consumption from 20 to 40% and minimise the cost of energy and mass streams by 7-12%. The application of the framework should be gradual, the companies should assess their weaknesses and strengths, set priorities, and identify goals for successful implementation. This paper is one of the very first researches that presents a framework to integrate Green and Lean Six Sigma at a factory level, and hence offers the potential to be expanded to multiple factories or even supply chains.
Full text
Available for:
BFBNIB, GIS, IJS, KISLJ, NUK, PNG, UL, UM, UPUK
Purpose
The purpose of this paper is to determine the degree of lean awareness and implementation and to identify the perception on tools, enablers, barriers and potential benefits of lean in the ...Indian coal mining industry.
Design/methodology/approach
A systematic review of lean literature and expert opinion was used to design the survey instrument. Data were collected through electronic survey and traditional pencil and paper approach. In order to test the research hypotheses, independent sample
t
-tests were done.
Findings
The study reveals that there is a certain degree of lean awareness although the level of lean implementation is still at a nascent stage in the Indian coal mining sector. The main applicable tools, barriers, enablers and benefits have also been identified based on 54 respondents out of 109 suitable respondents.
Research limitations /implications
In this study, relatively the maximum participants were from the mines located in Eastern India. Thus, a certain level of bias can be anticipated. The findings would help the decision makers, researchers and practitioners to better utilize the available resources for lean implementation and support the existing academic research on lean.
Originality/Value
The concept of lean in mining industry is relatively a new paradigm and there is a lack of empirical study that explores applicable tools, barriers, enablers and benefits of lean in Indian mining industry. The study addresses this gap in the lean literature.
Manufacturing and service organisations improve their processes on a continuous basis to have better operational performance. They use lean six sigma (LSS) projects for process improvement. ...Therefore, this study aims to investigate the existing literature in LSS and the application of big data analytics (BDA) to have more confident and predictable decisions in each phase of LSS. Fifty-two articles have been identified after a careful and vigilant screening of closely related themes. Future research directions in the big data and LSS have been highlighted on the basis of organisational theories. Review presents an investigation framework consisting of BDA techniques applicable to each phase of LSS in all the dimensions such as volume, variety, velocity and veracity of big data. Review highlights the concerns of big data in LSS such as system design and integration, system performance, security and reliability of data, sustaining the control and conducting the experiments, distributed material and information flow. The review unveils the application of 8 modern organisational theories to big data in LSS with 21 key aspects of related theories and 19 distinct research gaps as opportunities for future research.
Full text
Available for:
BFBNIB, GIS, IJS, KISLJ, NUK, PNG, UL, UM, UPUK
Purpose - Lean Six Sigma (LSS) is a continuous improvement methodology that aims to reduce the costs of poor quality, improve the bottom-line results and create value for both customers and ...shareholders. The purpose of this paper is to explore the critical failure factors for LSS in different sectors, such as manufacturing, services, higher education, etc. Design/methodology/approach - The following research is based on a systematic literature review of 56 papers that were published on Lean, Six Sigma and LSS in well-known academic databases from 1995 to 2013. Findings - There are 34 common failure factors of LSS cited in this paper. There are some common factors for failure, such as a lack of top management commitment and involvement, lack of communication, lack of training and education, limited resources and others. Many gaps and limitations are discussed in this paper and need to be explored in future research. Originality/value - The paper is one of the first systematic literature reviews to explore the critical failure factors of LSS and discuss the top failure factors from different angles, i.e. countries' evolution, organisations' size (small- and medium-sized enterprises and large organisations) and industry nature.
The problem this work aims to solve is the improvement of the leanness level of a company jeopardized by the lack of lean engagement. The objectives of the research are to present a method based on a ...lean self-assessment approach, consisted of a qualitative self-assessment method based on lean elements that drives an index definition associated with a roadmap. The method consists in providing a roadmap for the assessed enterprise composed by the company’s lean index, recommendations and countermeasures deriving from Delphi and Kendall Coefficient of Concordance (W) application among lean experts, leading the assessed enterprise to achieve results in terms of lean engagement, autonomy, and decision support criteria for future resource allocation. The results demonstrated that method can highlight gaps where additional improvements and investments would be necessary in the assessed enterprise. Finally, the study concludes that the lean performance identification associated to a lean roadmap in a company can be a highly effective tool to improve lean adoption in a leanness organization.
Full text
Available for:
NUK, OILJ, SAZU, UKNU, UL, UM, UPUK
Lean Production Systems are enterprise-specific, methodical frameworks for the continuous orientation of all enterprise processes to the customer in order to achieve overall objectives. Due to an ...increasing complexity of the digital transformation, the design of Lean Production Systems 4.0 is a challenging task for industrial engineering practice. For this, academia and industrial practice were analysed in a combined approach of a systematic literature review and a field study. The systematic literature review of 62 out of 1600 scientific papers shows that especially the tools, processes, and methods in Lean Production Systems are subject to digital transformation. By involving industrial practice in a field study, quantitative and qualitative insights were used to check scientific hypotheses and identify practical requirements by industrial engineers. As a result, 10 guidelines for the design of future Lean Production Systems 4.0 are derived. The practical implications of this paper enhance the evolution of enterprise-specific Lean Production System 4.0 frameworks.
Full text
Available for:
BFBNIB, GIS, IJS, KISLJ, NUK, PNG, UL, UM, UPUK
While there are numerous Lean Certification programs, most companies have their own certification paths whereby they bestow expert status upon employees after they have participated in or led a ...certain number of kaizen events. Arguing that the number of kaizen events should not determine a person's expert status, The Lean Practitioner's Field Book: Proven, Practical, Profitable and Powerful Techniques for Making Lean Really Work outlines a true learning path for anyone seeking to understand essential Lean principles. The book includes a plethora of examples drawn from the personal experiences of its many well-respected and award-winning contributors. These experts break down Lean concepts to their simplest terms to make everything as clear as possible for Lean practitioners. A refresher for some at times, the text provides thought-provoking questions with examples that will stimulate learning opportunities. Introducing the Lean Practitioner concept, the book details the five distinct Lean Practitioner levels and includes quizzes and criteria for each level. It highlights the differences between the kaizen event approach and the Lean system level approach as well as the difference between station balancing and baton zone. This book takes readers on a journey that begins with an overview of Lean principles and culminates with readers developing professionally through the practice of self-reliance. Providing you with the tools to implement Lean tools in your organization, the book includes discussions and examples that demonstrate how to transition from traditional accounting methods to a Lean accounting system. The book outlines an integrated, structured approach identified by the acronym BASICS (baseline, analyze, suggest solutions, implement, check, and sustain), which is combined with a proven business strategy to help ensure a successful and sustainable transformation of your organization.
Lean Overview, Lean Philosophy, History, Principles, and Change Management Lean Philosophy and Foundations Brief History of Lean Batching Paradigm Waste versus Efficiency Lean and Change Management Phase I: Lean Tools and Implementation Leveraging the Lean Business Delivery System for Continuous Improvement House of Continuous Improvement Getting Ready to Implement Lean System BASICS Model: Baseline the Process BASICS: Assess—PFA (TIPS) Basics Model Assessment: Work Flow Analysis—Following the Operator (Staff) Basics Model Assessment—SMED: Setup Reduction/Changeover Analysis The BASICS Model: Suggest Solutions Creating Standard Work BASICS Model Implementation: Methodologies Visual Management Lean Material Basics Lean Materials: Strategic Kanbans Mistake Proofing Total Productivity Maintenance Basics Model: Check and Sustain
Lean Implementation Phase II through IV Line Balancing Approaches: Station Balancing versus Bumping and Motion Study Heijunka: Sequencing Activities, Load Balancing Leveraging Project Management in Lean Initiatives: Major Contributions from April Wennerberg Lean Accounting and Accounting for Lean Engineering and Lean Creativity before Capital Lean Transactional Processes Lean and +QDIP, Huddles Lean Assessment Lean and Value of the Person Creating the Learning Organization and the Theory of Lean Training Lean Practitioner Levels Hoshin Kanri: Strategic Planning/Policy Deployment. Lean Leader Lean and Effective Meeting Techniques Lean and Machine Shops and Job Shops Lean Customer Relationship Management Harada Method Appendices: Answers to Lean Practitioner Chapter 34—Lean Practitioner Levels Leadership by Charles W. Protzman Sr.—CCS Manual: 8-Week Training Course to Japanese Leadership, 1948 CCS: Communications—Lessons Provided to the Japanese in 1949 Glossary Key Formulas The Missing Chapter by Kenneth Hopper Answers to Lean Practitioner Tests Index
"I am shocked you show us the Lean concept (e.g. batch) from so many aspects. I think your book is suitable for MBA or part time students for university teaching. If possible, I would like to adopt your book for my students. I can understand you use so many stories to cultivate CEOs to have correct Lean ideas." —Feng Chen, PhD, Associate Professor, Associate Head, Department of Industrial Engineering and Logistics Management, Shanghai Jiao Tong University "I think that this book which focuses on how to accomplish Lean improvements will be really helpful. Many books in this field aim to convince managers of the benefits of Lean, but do not provide sufficient support to actually implement Lean techniques, engage workers, and create a process of continuous improvement. This book not only explains why you should empower your people, but how. The author is well known for his practical training for managers and employees in businesses all over the world. The roots of industrial engineering are re-applied to modern manufacturing and service companies, which results in many practical lessons to learn for all of us." —Dr. Jan Riezebos, PhD, Associate Professor Operations, University of Groningen; Director, Technology Management, University of Groningen; and Member, Steering Committee, Quick Response Manufacturing Center Europe "This team of highly regarded Lean practitioners has developed the most comprehensive Lean Field book in the market today. They lay the foundation for a structured Lean system in the opening section proceeded with an in-depth three phase approach for Lean implementation. Every leader of Lean in your company from executives to Lean implementers should consider this a must-read." —Russ Scaffede, Co-owner, The Leadership Roadmap Institute; and past VP/GM of Toyota Motor Manufacturing, Power Train "The Lean Practitioner’s Field Book is the most comprehensive collection of Lean materials on the market. It offers an abundance of depth on Lean philosophy, training material, and real life experiences while placing significant emphasis on the importance of leadership commitment and the need for balance between the hard (tools) and soft (culture) elements required for a successful Lean journey. This book is a must-read for all business / change leaders ... regardless of where they are on their Lean journey. It will accelerate learning ... and results!" —Jack Lawless, CEO, AAC, Standard Aero This book is one of the best Lean books which I’ve ever read. I hope many Chinese can see its Mandarin version as soon as possible. Following this guide will bring more factory efficiency and more profits for China’s enterprise as Charlie’s grandfather brought to Japan’s enterprise after World War II. —Xinkai Li, Project Manager, PMO of State Administration of Taxation, China "Charles Protzman’s TheLean Practitioner’s Field Book is essential reading for those starting the Lean journey and invaluable reference material for those on the journey. He and his co-authors deal with a highly technical and complex process in a practical way that can only be done by somebody that has lived, coached, and implemented Lean at every level in many organisations for many years. The book constantly questions the reader and encourages the readers to reassess themselves, their organisations, and their paradigms. The book has a conversational style which engages the reader, making an otherwise complicated subject very accessible. This book will make you want to go to work early every day to implement the expertise that Protzman and his co-authors have packed into this field book. If an organisation has the desire to become world class, then this is the roadmap to get it there." —Fergus Woods, Head of APU Services, Dublin Aerospace Limited "What a solid book, chocked full of practical advice and real-life examples. A book that takes us on a Lean journey, an evolution as such, teaching us why we do what we do and what the possibilities are if we can only change and control our impulses. The authors have created a roadmap to reduce waste by harnessing the energy and effort we spend each day. Each chapter unfolds understanding and intrigue, challenging the reader to do more with their new-found knowledge." —Joseph A. Cuske, Works Manager, Amsted Rail-Columbus "Having worked with Charlie Protzman over a long period, I know that his depth of practical experience in implementing Lean in a broad range of environments gives him extraordinary insight into the process of ‘getting Lean’ - the sum of this extensive learning is reflected in the Lean Practitioner’s Field Book. The reader will find that the stories and lessons learned which Charlie and his authors share contain critical information to develop and implement a successful Lean transformation for their organization. Anyone reading this book, whether they are just getting started or have many Lean implementations under their belt, will discover a wealth of thought provoking material." —Victor Chance, Vice President of Procurement, Medical Devices and Diagnostics Sector, Johnson & Johnson (Retired)
" The Lean Practitioner’s Field Book provides a great insight and key ‘know-how’ strategies for a successful Lean implementation. Definitively a ‘must-read’ to stay ahead of the Lean commercial market and get in depth into a solid trajectory to Lean transform and provide tangible bottom line results This book provides a broad hands-on and clear, assertive guidelines for sustainability to enable a positive spiral in the Lean transformation." "Very exciting to read practical high impact success stories, with a comprehensive path, from concept to implementation and sustainability." —Eduardo Arrioja, Lean Master, Aerospace "An essential guide that gets results. Protzman, Whiton, and their co-authors combine in-depth knowledge, with practical know-how, in a new format to help Lean practitioner's excel in their work. Learning organizations will find this book of knowledge to be an essential guide to organizational well-being." —Mike Galiazzo, Ph.D., President, Regional Manufacturing Institute "There are miles between understanding Lean and being a Lea
Many hospitals have achieved high levels of lean performance only to lose it later on. This research develops a theoretical understanding of how organisations can sustain lean in healthcare, through ...a practical and innovative framework to assess the maturity level of lean in healthcare that can be used by both practitioners and academics. Through the analysis of the literature, it was possible to compile 22 main critical success factors of lean sustainability in hospitals. A comparative case study provides evidence to confirm these 22 theoretical propositions, and also to add other 3 new success factors to the framework. The proposed framework allows hospitals to conduct a structured process of change, with all the foundation needed to succeed and sustain the lean journey in the long-term. New insights are revealed by studying hospitals after minimum 18 months of lean implementation and comparing the ones that have achieved a high level of lean sustainability with those that did not. To the best of our knowledge, this article is the first to attempt to bring together the key factors that influence hospitals to sustain lean improvements in the long term.
Full text
Available for:
BFBNIB, GIS, IJS, KISLJ, NUK, PNG, UL, UM, UPUK
PurposeOperational excellence (OPEX) initiatives such as Lean, Six Sigma, Lean Six Sigma and Agile have some common characteristics that can be understood through their adoption in organizations. The ...objective of this research is to present the results of an online survey highlighting the most critical reasons for failure of OPEX initiatives.Design/methodology/approachThis study presents the results of a survey from 106 experts from different countries who have been involved in OPEX implementation. The experts were Six Sigma Master Black Belts, Black Belts and Champions from different manufacturing and service organizations. The developed questionnaire was initially tested with the help of seven experts to ensure their technical validity and soundness.FindingsThe study found 15% of companies surveyed have not adopted any form of OPEX methodology. The top three reasons for non-adoption of OPEX were also found. In terms of the use of various OPEX methodologies, more than 75% of companies were employing Six Sigma and less than 50% were engaged in Lean initiatives. Another surprising result was that less than 5% of the companies were utilizing Kaizen and other continuous improvement methodologies for improving the efficiency and effectiveness of organizational processes. The study further finds top five failure factors for sustaining OPEX initiatives in manufacturing, service, large and small organizations.Research limitations/implicationsThe study reports the outcomes based on an online survey with limited sample size. Moreover, the number of samples from small and medium-sized enterprises (SMEs) was less than 25, and therefore it was difficult to make any robust conclusions in the comparison of failure factors between large enterprises and SMEs.Originality/valueTo the best of the authors’ knowledge, this is the first empirical study that has attempted to explore the reasons for failure of OPEX initiatives. The authors argue that a greater understanding of the reasons for failure of OPEX initiatives can provide an input to develop a framework that can mitigate the failures and costs associated with such failures.
Lean is often considered as a collection of tools and practices that can be used to achieve superior operational and financial performance. However, there is consensus nowadays that the use of Lean ...tools and practices is a minimum, but not sufficient condition for successful Lean implementations for which a culture of continuous improvement (CI) and Lean leadership are also necessary. Though a positive connection is made in literature between Lean leadership and the transformational, servant and empowering leadership styles, empirical evidence is scarce. In this paper, we explore the relationships between these upper management leadership styles and Lean. Survey data of 199 responses from Dutch organisations shows that Lean sponsorship and improvement stimulation by higher management is indeed positively related to Lean, though improvement stimulation is particularly related to a culture of CI. Servant leadership is negatively related to the use of Lean tools and empowered leadership is positively related to the use of Lean tools. No relationships are found between the contemporary leadership styles and Lean practices.
Full text
Available for:
BFBNIB, IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
PDF
