Symbiotic relationship between robotics and Lean Manufacturing: a case study involving line balancing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juliano Endrigo Sordan ◽  
Pedro Carlos Oprime ◽  
Marcio Lopes Pimenta ◽  
Franco Lombardi ◽  
Paolo Chiabert
Keyword(s):  
Lean Manufacturing ◽  
Industrial Robot ◽  
Line Balancing ◽  
Content Type ◽  
Industrial Robotics ◽  
Automated Production ◽  
Lean Practices ◽  
Advanced Robotics ◽  
Operational Excellence

PurposeThe present paper aims to demonstrate the potential of integration between industrial robotics and Lean Manufacturing (LM) approach to increase the efficiency of an assembly line.Design/methodology/approachBased on a case study performed in an Italian company, this paper reports a comparative analysis of the results produced on a line balancing study involving a semi-automated production line, aided by an industrial robot.FindingsThe results suggest the possibility of implementing industrial robotics in line balancing studies highlighting efficiency gains and idle reduction. Further, it also addresses some concepts directly related to industry 4.0, such as collaborative robotics, artificial intelligence, and lean automation.Practical implicationsLine balancing studies may include advanced robotics in order to extend traditional lean practices toward Digital LM.Originality/valueThis study adds contributions to the operational excellence literature, demonstrating the symbiosis between industrial robotics and LM practices.

scholarly journals Analysis of lean manufacturing strategy using system dynamics modelling of a business model

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Miguel Gomez Segura ◽  
Omogbai Oleghe ◽  
Konstantinos Salonitis
Keyword(s):  
System Dynamics ◽  
Business Model ◽  
Lean Manufacturing ◽  
Business Performance ◽  
Content Type ◽  
Lean Practices ◽  
Strategic Impact ◽  
The Impact ◽  
Sd Model

Purpose A system dynamics (SD)-based methodology is described for analysing the impact of lean manufacturing strategies on a company's business performance, using business model canvas (BMC) perspective. Design/methodology/approach A case study approach is used to describe the methodology which consists of conceptualising a SD model on the basis of BMC. The base SD model is elaborated to include variables and concepts that consider the effects of lean manufacturing metrics on business performance. In the modelling experimentation, the lean manufacturing metrics are made to take on likely values one would expect if certain lean practices are initiated or improved. The experimental results provide one with the likely impact on business performance, if one were to improve lean manufacturing practices. Findings The simulation results for the case study show that lean improvements, on the short-run, have a significant impact on business performance, but in the long run, the impact is only marginal. Research implications/limitations The described methodology provides one with a structured format for investigating the impact of lean practices on business performance. Although the developed SD model was built with generality in mind, it remains to be reproduced in other settings to test its replicability. Practical implications The methodology enables an organisation target which lean improvements to initiate based on their strategic impact on the business. Originality/value Limited studies exist where SD and business models are combined to test the strategic impact of lean manufacturing.

Application of lean practices in small and medium-sized food enterprises

2013 ◽  
Vol 116 (1) ◽  
pp. 125-141 ◽  
Author(s):  
Manoj Dora ◽  
Dirk Van Goubergen ◽  
Maneesh Kumar ◽  
Adrienn Molnar ◽  
Xavier Gellynck
Keyword(s):  
Food Processing ◽  
Lean Manufacturing ◽  
Raw Materials ◽  
Current Status ◽  
Food Sector ◽  
Statistical Process ◽  
Content Type ◽  
Lean Practices ◽  
The Status ◽  
Manufacturing Techniques

Purpose – Recent literature emphasizes the application of lean manufacturing practices to food processing industries in order to improve operational efficiency and productivity. Only a very limited number of studies have focused on the implementation of lean manufacturing practices within small and medium-sized enterprises (SMEs) operating in the food sector. The majority of these studies used the case study method and concentrated on individual lean manufacturing techniques geared towards resolving efficiency issues. This paper aims to analyze the status of the lean manufacturing practices and their benefits and barriers among European food processing SMEs. Design/methodology/approach – A structured questionnaire was developed to collect data. A total of 35 SMEs' representatives, mostly CEOs and operations managers, participated in the survey. The study investigated the role of two control variables in lean implementation: size of the company and country of origin. Findings – The findings show that lean manufacturing practice deployment in food processing SMEs is generally low and still evolving. However, some lean manufacturing practices are more prevalent than others; e.g. flow, pull and statistical process control are not widely used by the food processing SMEs, whereas total productive maintenance, employee involvement, and customer association are more widespread. The key barriers encountered by food SMEs in the implementation of lean manufacturing practices result from the special characteristics of the food sector, such as highly perishable products, complicated processing, extremely variable raw materials, recipes and unpredictable demand. In addition, lack of knowledge and resources makes it difficult for food processing SMEs to embark on the lean journey. Originality/value – The gap in the literature regarding the application of lean manufacturing in the food sector is identified and addressed in this study. The originality of this paper lies in analyzing the current status of the use of lean manufacturing practices among food SMEs in Europe and identifying potential barriers.

Exploring the importance of cultural collectivism on the efficacy of lean practices

2015 ◽  
Vol 35 (3) ◽  
pp. 370-391 ◽  
Author(s):  
Frank Wiengarten ◽  
Cristina Gimenez ◽  
Brian Fynes ◽  
Kasra Ferdows
Keyword(s):  
Lean Manufacturing ◽  
Negative Impact ◽  
National Level ◽  
Organisational Culture ◽  
Cultural Dimension ◽  
Content Type ◽  
Lean Practices ◽  
Individualistic Culture ◽  
Cultural Components ◽  
Organisational Level

Purpose – The purpose of this paper is to assess the influence of cultural collectivism on the efficacy of lean practices. Furthermore, this study assesses whether or not potential cultural disadvantages related to the level of individualism at the national level can be compensated for at the organisational culture level. Design/methodology/approach – Hofstede’s cultural dimension of individualism is used to test whether practicing a collectivistic culture at the organisational level can fully compensate for the potential disadvantages of being geographically situated in an individualistic culture when practicing lean manufacturing. Findings – Results suggest that cultural collectivism at the national and organisational level have a significant impact on the efficacy of lean practices. Furthermore, the negative impact of being situated in an individualistic country cannot be fully compensated for through practicing a collectivistic organisational culture when practicing lean. Originality/value – This study represents a comprehensive attempt to simultaneously assess the collectivism cultural components of lean practices at the national as well as at the organisational level.

Implementation of lean in IT SME company: an Italian case

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marco Torri ◽  
Kaustav Kundu ◽  
Stefano Frecassetti ◽  
Matteo Rossini
Keyword(s):  
Manufacturing Industry ◽  
Service Sector ◽  
Manufacturing Sector ◽  
Single Case ◽  
Value Added ◽  
Lean Implementation ◽  
Content Type ◽  
Italian Case ◽  
Lean Practices

Purpose In spite of huge advancement of Lean in the manufacturing sector, its advantage in the service sector is not fully investigated. The purpose of this paper is to cover this gap in particular for the information technology (IT) sector through the implementation of the Lean philosophy in a small- and medium-sized enterprise (SME), operating in the IT sector. Design/methodology/approach A case study is conducted and following the A3 model, Lean is deployed in the case company. Data were collected through on-site interviews, waste sources were identified and then countermeasures for their reduction were proposed and adopted. Findings This study reveals that the implementation of the Lean practices in an SME operating in the IT sector offers good operative and financial results, thanks to the higher productivity obtained through the reduction of non-value-added activities. Research limitations/implications This paper reports a single case study, not enough to generalize the results. Moreover, more Lean tools and practices should be tested in IT companies to assess their effectiveness. Practical implications This paper increments the knowledge base for the application of Lean and A3 model outside the manufacturing industry. This paper should assist practitioners and consultants who have the desire to understand a better way of Lean implementation in fast-growing IT industry and in SME. Originality/value Research on Lean implementation in an SME company and in IT sector is scarce. This study aims to assess the efficiency of the adoption of Lean practices following the A3 model. The results could be highly valuable for similar companies (dimension or sector), especially those that are facing transition situations in terms of size and at the same time want to improve their operations performance, efficiency and avoid waste.

Selection of lean manufacturing systems using the PROMETHEE

2008 ◽  
Vol 3 (1) ◽  
pp. 40-70 ◽  
Author(s):  
G. Anand ◽  
Rambabu Kodali
Keyword(s):  
Decision Making ◽  
Lean Manufacturing ◽  
Manufacturing Systems ◽  
Strategic Decision ◽  
Computer Integrated Manufacturing ◽  
Preference Ranking ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Content Type

PurposeIn recent years, many manufacturing companies are attempting to implement lean manufacturing systems (LMS) as an effective manufacturing strategy to survive in a highly competitive market. Such a process of selecting a suitable manufacturing system is highly complex and strategic in nature. The paper aims to how companies make a strategic decision of selecting LMS as part of their manufacturing strategy, and on what basis such strategic decisions are made by the managers.Design/methodology/approachA case study of a small‐ and medium‐sized enterprise is presented, in which the managers are contemplating on implementing either computer integrated manufacturing systems (CIMS) or LMS. To supplement the decision‐making process, a multi‐criteria decision making (MCDM) model, namely, the preference ranking organisation method for enrichment evaluations (PROMETHEE) is used to analyse how it will impact the stakeholders of the organisation, and the benefits gained.FindingsAn extensive analysis of PROMETHEE model revealed that LMS was the best for the given circumstances of the case.Research limitations/implicationsThe same problem can be extended by incorporating the constraints (such as financial, technical, social) of the organisation by utilising an extended version of PROMETHEE called the PROMETHEE V. Since, a single case study approach has been utilised, the findings cannot be generalized for any other industry.Practical limitations/implicationsThe methodology of PROMETHEE and its algorithm has been demonstrated in a detailed way and it is believed that it will be useful for managers to apply such MCDM tools to supplement their decision‐making efforts.Originality/valueAccording to the authors’ knowledge there is no paper in the literature, which discusses the application of PROMETHEE in making a strategic decision of implementing LMS as a part of an organisation's manufacturing strategy.

Comparative analysis of ranking the lean supply chain enablers: An AHP, BWM and fuzzy SWARA based approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hemant Sharma ◽  
Nagendra Sohani ◽  
Ashish Yadav
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Lean Manufacturing ◽  
Production Systems ◽  
Initial Step ◽  
Content Type ◽  
Lean Practices ◽  
Manufacturing Organization ◽  
Good Productivity ◽  
Lean Supply Chain

PurposeIn the recent scenario, there has been an increasing trend toward lean practices and implementation in production systems for the improvement of an organization’s performance as its basic nature is to eliminate the wastes. The increasing interest of customers in customized products and the fulfillment of customers’ demand with good productivity and efficiency within time are the challenges for the manufacturing organization; that is why adopting lean manufacturing concept is very crucial in the current scenario.Design/methodology/approachIn this paper, the authors considered three different methodologies for fulfilling the objective of our research. The analytical hierarchy process, best–worst method and fuzzy step-wise weight assessment ratio analysis are the three methods employed for weighting all the enablers and finding the priority among them and their final rankings.FindingsFurther, the best results among these methodologies could be used to analyze their interrelationships for successful lean supply chain management implementation in an organization. In this paper, 35 key enablers were identified after the rigorous analysis of literature review and the opinion of a group of experts consisting of academicians, practitioners and consultants. Thereafter, the brainstorming sessions were conducted to finalize 28 lean supply chain enablers (LSCEs).Practical implicationsFor lean manufacturing practitioners, the result of this study can be beneficial where the manufacturer is required to increase efficiency and reduce cost and wastage of resources in the lean manufacturing process.Originality/valueThis paper is the first of the research papers that considered deep literature review of identified LSCEs as the initial step, followed by finding the best priority weightage and developing the ranking of various lean enablers of supply chain with the help of various methodologies.

Assessment model of lean effect (AMLE)

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samah Elrhanimi ◽  
Laila EL Abbadi
Keyword(s):  
Lean Manufacturing ◽  
Scoring Rules ◽  
Assessment Model ◽  
Global Reporting Initiative ◽  
Performance Measurements ◽  
Content Type ◽  
Iso 26000 ◽  
Study Results ◽  
Global Performance

PurposeThe purpose of this paper is to present the “Assessment Model of Lean Effect” (AMLE), a theoretical model that measures Lean manufacturing implementation effect over the global performance of a company.Design/methodology/approachAMLE model is divided in two criteria types: the “Facilitators criteria” and the “Results criteria”. “Results criteria” are inspired from the European Foundation for Quality Management (EFQM), Global Reporting Initiative (GRI) and ISO 26000. The “Facilitators criteria” are based on the main philosophy of the Lean manufacturing, which is the total elimination of all types of waste. The development of the scoring scale was based on the results, approach, deployment, assessment and review (RADAR) philosophy and the experience of nine consultants from the automotive field; the choice of the consultants was based on three conditions. Furthermore, each consultant has his\her own weight according to its expertise. Lastly, the AMLE was validated via a case study set in an automotive industry company called FEBA. The validation process is divided in two different steps: the first step is related to Facilitators assessment and scoring; via the evaluation of the different projects implemented by FEBA to eliminate the different types of waste. The second step concerns Results assessment and scoring, via the evaluation of the performance measurements used by FEBA to assess the effect of the Facilitators' implementation.FindingsThe developed model (AMLE) enabled the Lean manufacturing effect assessment on the global performance of a firm from the automotive field. The case study results reveal that the aforementioned firm does not give priority to social measurements. Consequently, the performance of the firm was negatively impacted.Research limitations/implicationsThe criteria of AMLE are inspired from the definition of the Lean manufacturing given by Taiichi Ohno, from ISO 26000 and from GRI; meaning that these criteria could be adjusted if other references existed or developed. In addition, the scoring rules are established according to the experience of a limited number of consultants from the automotive field. The scoring rules establishment would lead to meaningful outcomes, if the number of participants was increased. During the assessment of the global performance, the perception of the auditor plays an important role in terms of scoring because the scoring rules allow the possibility to the auditor to give from the minimum to the maximum of the score, according to his perception and experience. For the case study, the validation of the developed model requires starting with the “Facilitators” implementation process and then measure the generated global performance. However, due to time constraints and limited opportunities for new projects, the validation was based only on existing projects managed by the firm. To address the study limitations, it is envisaged to detail and explain the scoring rules while extending the number of consultants. Furthermore, the assessment of Lean manufacturing global performance through the AMLE model may be subjective and requires a mathematical modeling. In fact, the Lean manufacturing performance assessment via the developed model could have a degree of subjectivity; that is why the design of a mathematical model seems required.Practical implicationsThe research findings may direct practitioners and decision makers to the importance of assessing the global effect of the Lean manufacturing on the overall performance of the firm. The AMLE model is a tool allowing the assessment of Lean manufacturing effect over economic, environmental and social performances.Originality/valueThe developed model is the first one assessing the global performance generated by the elimination of waste via the application of the Lean manufacturing.

Lean manufacturing practices and performance: the role of social and technical factors

2019 ◽  
Vol 37 (5) ◽  
pp. 732-754 ◽  
Author(s):  
Saumyaranjan Sahoo
Keyword(s):  
Lean Manufacturing ◽  
Business Performance ◽  
Manufacturing Systems ◽  
Equation Modeling ◽  
Performance Parameters ◽  
Content Type ◽  
Lean Practices ◽  
The Social ◽  
And Performance ◽  
The Relationship

Purpose Modern manufacturing systems require tools and techniques that take cognizance of the social (concerning people and relations) as well as the technical environment. The purpose of this paper is to explore the relationship between the social and technical aspects of lean manufacturing practices and their effects on business performance outcomes. Design/methodology/approach The hypothesized relationships for this study are tested with data collected from 148 Indian manufacturing firms by using SPSS and AMOS statistical software. Findings The analysis of the study was conducted using structural equation modeling (SEM) technique, which indicated that both “soft” and “hard” lean practices are positively related to business performance parameters. The findings also demonstrated that “hard” lean practices fully mediate the relationship between “soft” lean practices and business performance parameters. Research limitations/implications There are some limitations of this study. Although a cross-sectional survey has been applied, the research does not permit us to account for the lag between implementation and performance. It also brings the opinion of a limited number of Indian experts about lean manufacturing systems; hence, the sample size could be increased and the nationality of the respondent could be expanded for future research. Practical implications The paper would be of interest to Lean practitioners, and the results of this study can be used in organizations to put a focus on social-cultural changes while applying lean technical tools when it comes to practices as well as importance. Originality/value This paper extends theoretical contribution in production and operations management literature, highlighting how social and technical practices have to interact to enable a successful lean manufacturing implementation.

Improved moth flame optimization algorithm to optimize cost-oriented two-sided assembly line balancing

2019 ◽  
Vol 37 (2) ◽  
pp. 638-663
Author(s):  
Mohd Fadzil Faisae Ab. Rashid ◽  
Ahmad Nasser Mohd Rose ◽  
Nik Mohd Zuki Nik Mohamed ◽  
Fadhlur Rahman Mohd Romlay
Keyword(s):  
Assembly Line ◽  
Assembly Line Balancing ◽  
Line Balancing ◽  
Benchmark Problems ◽  
Labor Costs ◽  
Power Cost ◽  
Content Type ◽  
Set Up ◽  
Line Design

Purpose This paper aims to propose an improved Moth Flame Optimization (I-MFO) algorithm to optimize the cost-oriented two-sided assembly line balancing (2S-ALB). Prior to the decision to assemble a new product, the manufacturer will carefully study and optimize the related cost to set up and run the assembly line. For the first time in ALB, the power cost is modeled together with the equipment, set up and labor costs. Design/methodology/approach I-MFO was proposed by introducing a global reference flame mechanism to guide the global search direction. A set of benchmark problems was used to test the I-MFO performance. Apart from the benchmark problems, a case study from a body shop assembly was also presented. Findings The computational experiment indicated that the I-MFO obtained promising results compared to comparison algorithms, which included the particle swarm optimization, Cuckoo Search and ant colony optimization. Meanwhile, the results from the case study showed that the proposed cost-oriented 2S-ALB model was able to assist the manufacturer in making better decisions for different planning periods. Originality/value The main contribution of this work is the global reference flame mechanism for MFO algorithm. Furthermore, this research introduced a new cost-oriented model that considered power consumption in the assembly line design.

The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

2019 ◽  
Vol 36 (6) ◽  
pp. 1014-1036 ◽  
Author(s):  
Piyachat Burawat
Keyword(s):  
Transformational Leadership ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Structural Model ◽  
Participant Observation ◽  
Sustainable Leadership ◽  
Content Type ◽  
Sustainability Performance ◽  
Lean Practices ◽  
Depth Interview

Purpose The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance. Design/methodology/approach The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview. Findings The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision. Research limitations/implications The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance. Originality/value The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

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