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literature classification</title> <meta name="description" content="Search results for: lean literature classification"> <meta name="keywords" content="lean literature classification"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="lean literature classification"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 9140</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: lean literature classification</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9140</span> Lean Models Classification: Towards a Holistic View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Y.%20Tiamaz">Y. Tiamaz</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Souissi"> N. Souissi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to present a classification of Lean models which aims to capture all the concepts related to this approach and thus facilitate its implementation. This classification allows the identification of the most relevant models according to several dimensions. From this perspective, we present a review and an analysis of Lean models literature and we propose dimensions for the classification of the current proposals while respecting among others the axes of the Lean approach, the maturity of the models as well as their application domains. This classification allowed us to conclude that researchers essentially consider the Lean approach as a toolbox also they design their models to solve problems related to a specific environment. Since Lean approach is no longer intended only for the automotive sector where it was invented, but to all fields (IT, Hospital, ...), we consider that this approach requires a generic model that is capable of being implemented in all areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20approach" title="lean approach">lean approach</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20models" title=" lean models"> lean models</a>, <a href="https://publications.waset.org/abstracts/search?q=classification" title=" classification"> classification</a>, <a href="https://publications.waset.org/abstracts/search?q=dimensions" title=" dimensions"> dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=holistic%20view" title=" holistic view"> holistic view</a> </p> <a href="https://publications.waset.org/abstracts/65716/lean-models-classification-towards-a-holistic-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65716.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">434</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9139</span> Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mofizul%20Islam%20Awwal">Mofizul Islam Awwal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to globalization, industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently, service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context, organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades, manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context, lean has made its way into the service industry. Very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled for implementing lean in service industry to achieve operational excellence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20service" title="lean service">lean service</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20literature%20classification" title=" lean literature classification"> lean literature classification</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20implementation" title=" lean implementation"> lean implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20industry" title=" service industry"> service industry</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20excellence" title=" service excellence"> service excellence</a> </p> <a href="https://publications.waset.org/abstracts/14525/breaking-the-barrier-of-service-hostility-a-lean-approach-to-achieve-operational-excellence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14525.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">375</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9138</span> Lean Impact Analysis Assessment Models: Development of a Lean Measurement Structural Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Catherine%20Maware">Catherine Maware</a>, <a href="https://publications.waset.org/abstracts/search?q=Olufemi%20Adetunji"> Olufemi Adetunji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper is aimed at developing a model to measure the impact of Lean manufacturing deployment on organizational performance. The model will help industry practitioners to assess the impact of implementing Lean constructs on organizational performance. It will also harmonize the measurement models of Lean performance with the house of Lean that seems to have become the industry standard. The sheer number of measurement models for impact assessment of Lean implementation makes it difficult for new adopters to select an appropriate assessment model or deployment methodology. A literature review is conducted to classify the Lean performance model. Pareto analysis is used to select the Lean constructs for the development of the model. The model is further formalized through the use of Structural Equation Modeling (SEM) in defining the underlying latent structure of a Lean system. An impact assessment measurement model developed can be used to measure Lean performance and can be adopted by different industries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=impact%20measurement%20model" title="impact measurement model">impact measurement model</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20bundles" title=" lean bundles"> lean bundles</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a> </p> <a href="https://publications.waset.org/abstracts/91848/lean-impact-analysis-assessment-models-development-of-a-lean-measurement-structural-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/91848.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">485</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9137</span> Lean Implementation: Manufacturing vs. Construction a Roadmap for Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Patrick%20Ahern">Patrick Ahern</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Collery"> David Collery</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The implementation of lean thinking in the manufacturing industry revolutionized the traditional approach to large-scale production through the process of identifying the waste in each task and putting in place mitigation measures to eliminate the waste in all its forms. The Irish construction industry, however, has been much slower to adopt the principles of lean, opting instead to stick with the traditional approach to construction project delivery which is inherently wasteful. Lean thinking holds the potential to revolutionize the construction industry in a similar manner to the adoption of lean manufacturing. Lean principles present opportunities for reduced project duration, reduced project cost, improved quality, and elimination of re-works and non-value-added activities. The following research has been designed to accumulate research data through available literature, electronic surveys, and interviews. The results show an industry reluctant to accept change and an undefined path to successful lean construction implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=barriers" title="barriers">barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title=" lean construction"> lean construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20implementation" title=" lean implementation"> lean implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20philosophy" title=" lean philosophy"> lean philosophy</a> </p> <a href="https://publications.waset.org/abstracts/162221/lean-implementation-manufacturing-vs-construction-a-roadmap-for-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162221.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9136</span> Understand and Redefine Lean Product Development </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alemu%20Moges%20Belay">Alemu Moges Belay</a>, <a href="https://publications.waset.org/abstracts/search?q=Torgeir%20Welo"> Torgeir Welo</a>, <a href="https://publications.waset.org/abstracts/search?q=Jan%20Ola%20Strandhagen"> Jan Ola Strandhagen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean has long been linked with manufacturing, but its application claimed also by other functions such as product development and services. However, there is a challenge on understanding and defining lean in each function context. This paper aims to investigate the literature that focus mainly on PD process improvement, obtain better understanding and redefine LPD in systematic way. In addition to that, the paper attempts to summarize various proposed transformation strategies, definitions, identifying features of manufacturing and product development that would help to redefining lean in product development context. Finally we redefine LPD in organized way that encompasses different steps such as stage gate, communication and information, events, learning, innovation, knowledge and value creation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean" title="lean">lean</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20product%20development" title=" lean product development"> lean product development</a>, <a href="https://publications.waset.org/abstracts/search?q=transformation" title=" transformation"> transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=strategies" title=" strategies"> strategies</a> </p> <a href="https://publications.waset.org/abstracts/12258/understand-and-redefine-lean-product-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12258.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">472</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9135</span> Implementation of Lean Production in Business Enterprises: A Literature-Based Content Analysis of Implementation Procedures</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20P%C3%B6tters">P. Pötters</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Marquet"> A. Marquet</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20Leyendecker"> B. Leyendecker</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this paper is to investigate different implementation approaches for the implementation of Lean production in companies. Furthermore, a structured overview of those different approaches is to be made. Therefore, the present work is intended to answer the following research question: What differences and similarities exist between the various systematic approaches and phase models for the implementation of Lean Production? To present various approaches for the implementation of Lean Production discussed in the literature, a qualitative content analysis was conducted. Within the framework of a qualitative survey, a selection of texts dealing with lean production and its introduction was examined. The analysis presents different implementation approaches from the literature, covering the descriptive aspect of the study. The study also provides insights into similarities and differences among the implementation approaches, which are drawn from the analysis of latent text contents and author interpretations. In this study, the focus is on identifying differences and similarities among systemic approaches for implementing Lean Production. The research question takes into account the main object of consideration, objectives pursued, starting point, procedure, and endpoint of the implementation approach. The study defines the concept of Lean Production and presents various approaches described in literature that companies can use to implement Lean Production successfully. The study distinguishes between five systemic implementation approaches and seven phase models to help companies choose the most suitable approach for their implementation project. The findings of this study can contribute to enhancing transparency regarding the existing approaches for implementing Lean Production. This can enable companies to compare and contrast the available implementation approaches and choose the most suitable one for their specific project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=implementation" title="implementation">implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20production" title=" lean production"> lean production</a>, <a href="https://publications.waset.org/abstracts/search?q=phase%20models" title=" phase models"> phase models</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20approaches" title=" systematic approaches"> systematic approaches</a> </p> <a href="https://publications.waset.org/abstracts/156690/implementation-of-lean-production-in-business-enterprises-a-literature-based-content-analysis-of-implementation-procedures" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156690.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">104</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9134</span> Building a Lean Construction Body of Knowledge</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jyoti%20Singh">Jyoti Singh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Stifi"> Ahmed Stifi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sascha%20Gentes"> Sascha Gentes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The process of construction significantly contributes to high level of risks, complexity and uncertainties leading to cost and time overrun, customer dissatisfaction etc. lean construction is important as it is a comprehensive system of tools and concepts focusing on moving closer to customer satisfaction by understanding the process, identifying the waste and eliminating it. The proposed work includes identification of knowledge areas from lean perspective, lean tools/concepts used in lean construction and establishing a relationship matrix between knowledge areas and lean tools/concepts, thus developing and building up a lean construction body of knowledge (LCBOK), i.e. a guide to lean construction, aiming to provide guidelines to manage individual projects and also helping construction industry to minimise waste and maximize value to the customer. In this study, we identified 8 knowledge areas and 62 lean tools/concepts from lean perspective and also one tool can help to manage two or more knowledge areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20areas" title="knowledge areas">knowledge areas</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20body%20matrix" title=" lean body matrix"> lean body matrix</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title=" lean construction"> lean construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20tools" title=" lean tools"> lean tools</a> </p> <a href="https://publications.waset.org/abstracts/35947/building-a-lean-construction-body-of-knowledge" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35947.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">436</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9133</span> Lean Product Development and Sustainability: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jo%C3%A3o%20P.%20E.%20De%20Souza">João P. E. De Souza</a>, <a href="https://publications.waset.org/abstracts/search?q=Rob%20Dekkers"> Rob Dekkers</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Whereas lean product development aims at maximising customer value whilst optimising product and process design, the question arises whether this approach includes sustainability. A systematic literature review reveals that methods associated with this conceptualisation of product development are suitable for including sustainability, but that the criteria for the triple-bottom line need to be included when using these methods; this is particularly the case for social aspects. Thus, the main finding is that not new methods should be developed, but that existing methods should be more inclusive towards all aspects of sustainability and product life-cycle thinking. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20product%20development" title="lean product development">lean product development</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20life-cycle" title=" product life-cycle"> product life-cycle</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20literature%20review" title=" systematic literature review"> systematic literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=triple%20bottom-line" title=" triple bottom-line"> triple bottom-line</a> </p> <a href="https://publications.waset.org/abstracts/120085/lean-product-development-and-sustainability-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120085.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">166</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9132</span> The Aspect of the Human Bias in Decision Making within Quality Management Systems and LEAN Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adriana%20Avila%20Zuniga%20Nordfjeld">Adriana Avila Zuniga Nordfjeld</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper provides a literature review to document the state of the art with respect to handling 'human bias' in decision making within the established quality management systems (QMS) and LEAN theory, in the context of shipbuilding. Previous research shows that in shipbuilding there is a huge deviation from the planned man-hours under the project management to the actual man-hours used because of errors in planning and reworks caused by human bias in the information flows among others. This reduces the efficiency and increases operational costs. Thus, the research question is how QMS and LEAN handle biases. The findings show the gap in studying the integration of methods to handle human bias in decision making into QMS and lean, not only within shipbuilding but also in general. Theoretical and practical implications are discussed for researchers and practitioners in the areas of decision making QMS, LEAN, and future research is suggested. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20bias" title="human bias">human bias</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making"> decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=LEAN%20shipbuilding" title=" LEAN shipbuilding"> LEAN shipbuilding</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20systems" title=" quality management systems"> quality management systems</a> </p> <a href="https://publications.waset.org/abstracts/3484/the-aspect-of-the-human-bias-in-decision-making-within-quality-management-systems-and-lean-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3484.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9131</span> Lean Environmental Management Integration System (LEMIS) Framework Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20P.%20Puvanasvaran">A. P. Puvanasvaran</a>, <a href="https://publications.waset.org/abstracts/search?q=Suresh%20A.%20L.%20Vasu"> Suresh A. L. Vasu</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Norazlin"> N. Norazlin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Lean Environmental Management Integration System (LEMIS) framework development is integration between lean core element and ISO 14001. The curiosity on the relationship between continuous improvement and sustainability of lean implementation has influenced this study toward LEMIS. Characteristic of ISO 14001 standard clauses and core elements of lean principles are explored from past studies and literature reviews. Survey was carried out on ISO 14001 certified companies to examine continual improvement by implementing the ISO 14001 standard. The study found that there is a significant and positive relationship between Lean Principles: value, value stream, flow, pull and perfection with the ISO 14001 requirements. LEMIS is significant to support the continuous improvement and sustainability. The integration system can be implemented to any manufacturing company. It gives awareness on the importance on why organizations need to sustain its Environmental management system. At the meanwhile, the lean principle can be adapted in order to streamline daily activities of the company. Throughout the study, it had proven that there is no sacrifice or trade-off between lean principles with ISO 14001 requirements. The framework developed in the study can be further simplified in the future, especially the method of crossing each sub requirements of ISO 14001 standard with the core elements of Lean principles in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=LEMIS" title="LEMIS">LEMIS</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2014001" title=" ISO 14001"> ISO 14001</a>, <a href="https://publications.waset.org/abstracts/search?q=integration" title=" integration"> integration</a>, <a href="https://publications.waset.org/abstracts/search?q=framework" title=" framework"> framework</a> </p> <a href="https://publications.waset.org/abstracts/11535/lean-environmental-management-integration-system-lemis-framework-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11535.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">406</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9130</span> Transforming the Automotive Production: A Bibliometric Analysis on Lean-Green Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayse%20Melissa%20Ergun">Ayse Melissa Ergun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The lean management concept is a widely used and implemented production improvement solution especially in the automotive sector. However, in the recent years the need for an efficient production system became no longer sufficient for companies. The increasing importance of green production and environmental sustainability pushed companies to modify their manufacturing systems in a more environmentally conscious way. As a result, the recent improvements in the automotive sector has surpassed the lean management directives and currently are in need of a more sustainable and green transformation. At this point a comprehensive approach like Lean-Green (LG) Management, which combines lean management and green applications, gains popularity in the sector. This study conducts a bibliometric analysis between the years 2015-2023 for LG management. This study aims to identify the current standing of the literature. The most researched branches of the concept have been determined by the conducted analysis. Furthermore, this study sheds a light on the future research directions for scholars. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=LG%20management" title="LG management">LG management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=green" title=" green"> green</a>, <a href="https://publications.waset.org/abstracts/search?q=automotive" title=" automotive"> automotive</a>, <a href="https://publications.waset.org/abstracts/search?q=bibliometric%20analysis" title=" bibliometric analysis"> bibliometric analysis</a> </p> <a href="https://publications.waset.org/abstracts/193444/transforming-the-automotive-production-a-bibliometric-analysis-on-lean-green-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/193444.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">11</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9129</span> A Conceptual Framework of Impact of Lean on the Performance of Construction Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jaber%20Shurrab">Jaber Shurrab</a>, <a href="https://publications.waset.org/abstracts/search?q=Matloub%20Hussain"> Matloub Hussain</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The rapid pace of changes in the construction industry, technological advancements, and rising costs present tremendous challenges for project managers. Project managers are under severe pressure to minimize the waste, improve the efficiency of the entire operations and the philosophy of ‘lean thinking’ so that ‘more could be achieved with less’ is becoming very popular. Though, lean management has strong roots in manufacturing industry and over the last decade lean philosophy has started gaining attention in the service industry as well. However, little has been known in the context of waste minimization and lean implementation in the construction industry and this paper deals with this important issue. The primary objective of this paper is to propose a conceptual framework for the exploration of appropriate lean techniques applicable to medium and large construction companies and measure their impact on the competitiveness and economic performance of construction companies of United Arab Emirates (UAE). To this end, a comprehensive literature review and interviews with eight project managers of medium and large construction companies of UAE have been conducted. It has been found that competitive, reduce waste and costs are critical to the construction industry. This is an ongoing research in lean management, giving project managers a practical framework for improving the efficiency of their project through various lean techniques. Originality/value: Research significance emphasizes increasing the effectiveness of the construction industry, influences the development of lean construction framework which improves lean construction practices using the lean techniques. This contributes to the effort of applying lean techniques in the construction industry. Limited publications were done in the construction industry mainly in United Arab Emirates (UAE) compared to the lean manufacturing. This research will recommend a systematic approach for the implementing of the anticipated framework within a cyclical look-ahead period and emphasizes the practical implications of the proposed approach. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction" title="construction">construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=waste" title=" waste"> waste</a> </p> <a href="https://publications.waset.org/abstracts/70682/a-conceptual-framework-of-impact-of-lean-on-the-performance-of-construction-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70682.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9128</span> An Evaluative Approach for Successful Implementation of Lean and Green Manufacturing in Indian SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Satya%20S.%20N.%20Narayana">Satya S. N. Narayana</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Parthiban"> P. Parthiban</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Niranjan"> T. Niranjan</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Kannan"> N. Kannan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Enterprises adopt methodologies to increase their business performance and to stay competent in the volatile global market. Lean manufacturing is one such manufacturing paradigm which focuses on reduction of cost by elimination of wastes or non-value added activities. With increased awareness about social responsibility and the necessary to meet the terms of the environmental policy, green manufacturing is becoming increasingly important for industries. Large plants have more resources, have started implementing lean and green practices and they are getting good results. Small and medium scale enterprises (SMEs) are facing problems in implementing lean and green concept. This paper aims to identify the key issues for implementation of lean and green concept in Indian SMEs. The key factors identified based on literature review and expert opinions are grouped into different levels by Modified Interpretive Structural Modeling (MISM) to explore the importance among the factors to implement lean and green manufacturing. Finally, Fuzzy Analytic Network Process (FANP) method has been used to determine the extent to which the main principles of lean and green manufacturing have been carried out in the six Indian medium scale manufacturing industries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title="lean manufacturing">lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20manufacturing" title=" green manufacturing"> green manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=MISM" title=" MISM"> MISM</a>, <a href="https://publications.waset.org/abstracts/search?q=FANP" title=" FANP"> FANP</a> </p> <a href="https://publications.waset.org/abstracts/52263/an-evaluative-approach-for-successful-implementation-of-lean-and-green-manufacturing-in-indian-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52263.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">541</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9127</span> Measuring the Lean Readiness of Kuwaiti Manufacturing Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamad%20Alnajem">Mohamad Alnajem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: To measure the readiness of the Kuwaiti small and medium sized manufacturing industries (K-SMMIs) to implement the lean system (LS) through an evaluation of their existing quality practices, and compare such readiness among different product sectors and ownership types. Design/methodology/approach: This study adopts the measurement framework developed by Al-Najem et al. (2013), which establishes six constructs related to lean quality practices, namely: process, planning and control, customer relations, suppliers relations, HR, and top management and leadership. Data were collected from a survey of 50 K-SMMIs operating in different industrial sectors. One research question and two hypotheses were developed and tested using t-test and Levene’s test, descriptive analysis, and one-way ANOVA. Findings: The results demonstrate that the K-SMMIs are far from being ready to implement lean. In addition, the study found that product sector and ownership type have no significant impact on the lean readiness in the K-SMMIs. Practical implications: This research provides insight into preparing Kuwaiti, and other SMMIs, to implement the LS by creating an assessment of their existing lean practices and readiness. Originality/value: This research is among a limited number of studies that have addressed lean within the Arab region, and only the second to examine the level of lean readiness of the K-SMMIs. It expands the literature on lean in developing countries, particularly in the Arab region, and can provide guidance to research within other countries in the region. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kuwaiti%20small%20and%20medium%20sized%20industries" title="Kuwaiti small and medium sized industries">Kuwaiti small and medium sized industries</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20system" title=" lean system"> lean system</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20readiness" title=" lean readiness"> lean readiness</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20industries" title=" manufacturing industries"> manufacturing industries</a> </p> <a href="https://publications.waset.org/abstracts/79870/measuring-the-lean-readiness-of-kuwaiti-manufacturing-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79870.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">198</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9126</span> Hybrid Project Management Model Based on Lean and Agile Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatima-Zahra%20Eddoug">Fatima-Zahra Eddoug</a>, <a href="https://publications.waset.org/abstracts/search?q=Jamal%20Benhra"> Jamal Benhra</a>, <a href="https://publications.waset.org/abstracts/search?q=Rajaa%20Benabbou"> Rajaa Benabbou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Several project management models exist in the literature and the most used ones are the hybrids for their multiple advantages. Our objective in this paper is to analyze the existing models, which are based on the Lean and Agile approaches and to propose a novel framework with the convenient tools that will allow efficient management of a general project. To create the desired framework, we were based essentially on 7 existing models. Only the Scrum tool among the agile tools was identified by several authors to be appropriate for project management. In contrast, multiple lean tools were proposed in different phases of the project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=hybrid%20project%20management" title=" hybrid project management"> hybrid project management</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=scrum" title=" scrum"> scrum</a> </p> <a href="https://publications.waset.org/abstracts/148425/hybrid-project-management-model-based-on-lean-and-agile-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148425.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">138</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9125</span> Simulation of Lean Principles Impact in a Multi-Product Supply Chain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Matteo%20Rossini">Matteo Rossini</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberto%20Portioli%20Staudacher"> Alberto Portioli Staudacher</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The market competition is moving from the single firm to the whole supply chain one because of increasing competition and growing need for operational efficiencies and customer orientation. Supply chain management allows companies to look beyond their organizational boundaries to develop and leverage resources and capabilities of their supply chain partners. This leads to create competitive advantages in the marketplace and because of this SCM has acquired strategic importance. Lean Approach is a management strategy that focuses on reducing every type of waste present in an organization. This approach is becoming more and more popular among supply chain managers. The supply chain application of lean approach is low diffused. It is not well studied which are the impacts of lean approach principles in a supply chain context. In literature there are only few studies simulating the lean approach performance in single products supply chain. This research work studies the impacts of lean principles implementation along a supply chain. To achieve this, a simulation model of a three-echelon multiproduct product supply chain has been built. Kanban system (and several priority policies) and setup time reduction degrees are implemented in the lean-configured supply chain to apply pull and lot-sizing decrease principles respectively. To evaluate the benefits of lean approach, lean supply chain is compared with an EOQ-configured supply chain. The simulation results show that Kanban system and setup-time reduction improve inventory stock level. They also show that logistics efforts are affected to lean implementation degree. The paper concludes describing performances of lean supply chain in different contexts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=inventory%20policy" title="inventory policy">inventory policy</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanban" title=" Kanban"> Kanban</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20supply%20chain" title=" lean supply chain"> lean supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation%20study" title=" simulation study"> simulation study</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=planning" title=" planning"> planning</a> </p> <a href="https://publications.waset.org/abstracts/32262/simulation-of-lean-principles-impact-in-a-multi-product-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32262.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">357</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9124</span> Identification of Lean Implementation Hurdles in Indian Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bhim%20Singh">Bhim Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to increased pressure from global competitors, manufacturing organizations are switching over to lean philosophies from traditional mass production. Lean manufacturing is a manufacturing philosophy which focuses on elimination of various types of wastes and creates maximum value for the end customers. Lean thinking aims to produce high quality products and services at the lowest possible cost with maximum customer responsiveness. Indian Industry is facing lot of problems in this transformation from traditional mass production to lean production. Through this paper an attempt has been made to identify various lean implementation hurdles in Indian industries with the help of a structured survey. Identified hurdles are grouped with the help of factor analysis and rated by calculating descriptive statistics. To show the effect of lean implementation hurdles a hypothesis “Organizations having higher level of lean implementation hurdles will have poor (negative) performance” has been postulated and tested using correlation matrix between performance parameters of the organizations and identified hurdles. The findings of the paper will be helpful to prepare road map to identify and eradicate the lean implementation hurdles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=factor%20analysis" title="factor analysis">factor analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=global%20competition" title=" global competition"> global competition</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20implementation" title=" lean implementation"> lean implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20hurdles" title=" lean hurdles"> lean hurdles</a> </p> <a href="https://publications.waset.org/abstracts/46164/identification-of-lean-implementation-hurdles-in-indian-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46164.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">248</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9123</span> Barriers Facing the Implementation of Lean Manufacturing in Libyan Manufacturing Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Abduelmula">Mohamed Abduelmula</a>, <a href="https://publications.waset.org/abstracts/search?q=Martin%20Birkett"> Martin Birkett</a>, <a href="https://publications.waset.org/abstracts/search?q=Chris%20Connor"> Chris Connor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean Manufacturing has developed from being a set of tools and methods to becoming a management philosophy which can be used to remove or reduce waste in manufacturing processes and so enhance the operational productivity of an enterprise. Several enterprises around the world have applied the lean manufacturing system and gained great improvements. This paper investigates the barriers and obstacles that face Libyan manufacturing companies to implement lean manufacturing. A mixed-method approach is suggested, starting with conducting a questionnaire to get quantitative data then using this to develop semi-structured interviews to collect qualitative data. The findings of the questionnaire results and how these can be used further develop the semi-structured interviews are then discussed. The survey was distributed to 65 manufacturing companies in Libya, and a response rate of 64.6% was obtained. The results showed that these are five main barriers to implementing lean in Libya, namely organizational culture, skills and expertise, and training program, financial capability, top management, and communication. These barriers were also identified from the literature as being significant obstacles to implementing Lean in other countries industries. Having an understanding of the difficulties that face the implementation of lean manufacturing systems, as a new and modern system and using this to develop a suitable framework will help to improve the manufacturing sector in Libya. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title="lean manufacturing">lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=barriers" title=" barriers"> barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=questionnaire" title=" questionnaire"> questionnaire</a>, <a href="https://publications.waset.org/abstracts/search?q=Libyan%20manufacturing%20companies" title=" Libyan manufacturing companies"> Libyan manufacturing companies</a> </p> <a href="https://publications.waset.org/abstracts/75278/barriers-facing-the-implementation-of-lean-manufacturing-in-libyan-manufacturing-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75278.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">246</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9122</span> Smart Lean Manufacturing in the Context of Industry 4.0: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Ramadan">M. Ramadan</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20Salah"> B. Salah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper introduces a framework to digitalize lean manufacturing tools to enhance smart lean-based manufacturing environments or Lean 4.0 manufacturing systems. The paper discusses the integration between lean tools and the powerful features of recent real-time data capturing systems with the help of Information and Communication Technologies (ICT) to develop an intelligent real-time monitoring and controlling system of production operations concerning lean targets. This integration is represented in the Lean 4.0 system called Dynamic Value Stream Mapping (DVSM). Moreover, the paper introduces the practice of Radio Frequency Identification (RFID) and ICT to smartly support lean tools and practices during daily production runs to keep the lean system alive and effective. This work introduces a practical description of how the lean method tools 5S, standardized work, and poka-yoke can be digitalized and smartly monitored and controlled through DVSM. A framework of the three tools has been discussed and put into practice in a German switchgear manufacturer. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title="lean manufacturing">lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=Industry%204.0" title=" Industry 4.0"> Industry 4.0</a>, <a href="https://publications.waset.org/abstracts/search?q=radio%20frequency%20identification" title=" radio frequency identification"> radio frequency identification</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20stream%20mapping" title=" value stream mapping"> value stream mapping</a> </p> <a href="https://publications.waset.org/abstracts/103104/smart-lean-manufacturing-in-the-context-of-industry-40-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/103104.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">228</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9121</span> An Application of Lean Thinking at the Cargo Transport Area</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Caroline%20Demartin">Caroline Demartin</a>, <a href="https://publications.waset.org/abstracts/search?q=Natalia%20Camaras"> Natalia Camaras</a>, <a href="https://publications.waset.org/abstracts/search?q=Nelson%20Maestrelli"> Nelson Maestrelli</a>, <a href="https://publications.waset.org/abstracts/search?q=Max%20Filipe%20Gon%C3%A7alves"> Max Filipe Gonçalves</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents a case study of Lean Thinking at the cargo transport area. Lean Office principles are considered the application of Lean Thinking focusing on the service area and it is based on Lean Production concepts. Lean production is a philosophy that was born and gained ground after the Second World War when the Japanese Toyota Company developed a process of identifying and eliminating waste. Many researchers show that most part of the companies decide to adopt the principles created at Toyota especially in the manufacturing sector, but until 90’s, has no major applications for the service sector. Due to increased competition and the need for competitive advantage, many companies began to observe the lean transformation and take it as reference. In this study, a key process at a cargo transport company was analyzed using Lean Office tools and methods: a current state map was developed, main wastes were identified, some metrics were used to evaluate improvements and a priority matrix was used to identify action plans. The obtained results showed that Lean Office has a great potential to be successful applied in cargo air transport companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20production" title="lean production">lean production</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20office" title=" lean office"> lean office</a>, <a href="https://publications.waset.org/abstracts/search?q=logistic" title=" logistic"> logistic</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20sector" title=" service sector"> service sector</a> </p> <a href="https://publications.waset.org/abstracts/83327/an-application-of-lean-thinking-at-the-cargo-transport-area" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83327.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">190</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9120</span> Lean Healthcare: Barriers and Enablers in the Colombian Context</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Erika%20Ruiz">Erika Ruiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Nestor%20Ortiz"> Nestor Ortiz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean philosophy has evolved over time and has been implemented both in manufacturing and services, more recently lean has been integrated in the companies of the health sector. Currently it is important to understand the successful way to implement this philosophy and try to identify barriers and enablers to the sustainability of lean healthcare. The main purpose of this research is to identify the barriers and enablers in the implementation of Lean Healthcare based on case studies of Colombian healthcare centers. In order to do so, we conducted semi-structured interviews based on a maturity model. The main results indicate that the success of Lean implementation depends on its adaptation to contextual factors. In addition, in the Colombian context were identified new factors such as organizational culture, management models, integration of the care and administrative departments and triple helix relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=barriers" title="barriers">barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=enablers" title=" enablers"> enablers</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20healthcare" title=" lean healthcare"> lean healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/48144/lean-healthcare-barriers-and-enablers-in-the-colombian-context" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48144.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">366</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9119</span> The Application of Lean-Kaizen in Course Plan and Delivery in Malaysian Higher Education Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nur%20Aishah%20Binti%20Awi">Nur Aishah Binti Awi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zulfiqar%20Khan"> Zulfiqar Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean-kaizen has always been applied in manufacturing sector since many years ago. What about education sector? This paper discuss on how lean-kaizen can also be applied in education sector, specifically in academic area of Malaysian’s higher education sector. The purpose of this paper is to describe the application of lean kaizen in course plan and delivery. Lean-kaizen techniques have been used to identify waste in the course plan and delivery. A field study has been conducted to obtain the data. This study used both quantitative and qualitative data. The researcher had interviewed the chosen lecturers regarding to the problems of course plan and delivery that they encountered. Secondary data of students’ feedback at the end of semester also has been used to improve course plan and delivery. The result empirically shows that lean-kaizen helps to improve the course plan and delivery by reducing the wastes. Thus, this study demonstrates that lean-kaizen can also help education sector to improve their services as achieved by manufacturing sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=course%20delivery" title="course delivery">course delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaizen" title=" Kaizen"> Kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a> </p> <a href="https://publications.waset.org/abstracts/25287/the-application-of-lean-kaizen-in-course-plan-and-delivery-in-malaysian-higher-education-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25287.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">368</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9118</span> Applying Lean Six Sigma in an Emergency Department, of a Private Hospital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sarah%20Al-Lumai">Sarah Al-Lumai</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatima%20Al-Attar"> Fatima Al-Attar</a>, <a href="https://publications.waset.org/abstracts/search?q=Nour%20Jamal">Nour Jamal</a>, <a href="https://publications.waset.org/abstracts/search?q=Badria%20Al-Dabbous"> Badria Al-Dabbous</a>, <a href="https://publications.waset.org/abstracts/search?q=Manal%20Abdulla">Manal Abdulla</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, many commonly used Industrial Engineering tools and techniques are being used in hospitals around the world for the goal of producing a more efficient and effective healthcare system. A common quality improvement methodology known as Lean Six-Sigma has been successful in manufacturing industries and recently in healthcare. The objective of our project is to use the Lean Six-Sigma methodology to reduce waiting time in the Emergency Department (ED), in a local private hospital. Furthermore, a comprehensive literature review was conducted to evaluate the success of Lean Six-Sigma in the ED. According to the study conducted by Ibn Sina Hospital, in Morocco, the most common problem that patients complain about is waiting time. To ensure patient satisfaction many hospitals such as North Shore University Hospital were able to reduce waiting time up to 37% by using Lean Six-Sigma. Other hospitals, such as John Hopkins’s medical center used Lean Six-Sigma successfully to enhance the overall patient flow that ultimately decreased waiting time. Furthermore, it was found that capacity constraints, such as staff shortages and lack of beds were one of the main reasons behind long waiting time. With the use of Lean Six-Sigma and bed management, hospitals like Memorial Hermann Southwest Hospital were able to reduce patient delays. Moreover, in order to successfully implement Lean Six-Sigma in our project, two common methodologies were considered, DMAIC and DMADV. After the assessment of both methodologies, it was found that DMAIC was a more suitable approach to our project because it is more concerned with improving an already existing process. With many of its successes, Lean Six-Sigma has its limitation especially in healthcare; but limitations can be minimized if properly approached. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20six%20sigma" title="lean six sigma">lean six sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=DMAIC" title=" DMAIC"> DMAIC</a>, <a href="https://publications.waset.org/abstracts/search?q=hospital" title=" hospital"> hospital</a>, <a href="https://publications.waset.org/abstracts/search?q=methodology" title=" methodology"> methodology</a> </p> <a href="https://publications.waset.org/abstracts/9391/applying-lean-six-sigma-in-an-emergency-department-of-a-private-hospital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9391.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">495</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9117</span> The Relationship of Lean Management Principles with Lean Maturity Levels: Multiple Case Study in Manufacturing Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexandre%20D.%20Ferraz">Alexandre D. Ferraz</a>, <a href="https://publications.waset.org/abstracts/search?q=Dario%20H.%20Alliprandini"> Dario H. Alliprandini</a>, <a href="https://publications.waset.org/abstracts/search?q=Mauro%20Sampaio"> Mauro Sampaio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Companies and other institutions are constantly seeking better organizational performance and greater competitiveness. In order to fulfill this purpose, there are many tools, methodologies and models for increasing performance. However, the Lean Management approach seems to be the most effective in terms of achieving a significant improvement in productivity relatively quickly. Although Lean tools are relatively easy to understand and implement in different contexts, many organizations are not able to transform themselves into 'Lean companies'. Most of the efforts in its implementation have shown single benefits, failing to achieve the desired impact on the performance of the overall enterprise system. There is also a growing perception of the importance of management in Lean transformation, but few studies have empirically investigated and described the 'Lean Management'. In order to understand more clearly the ideas that guide Lean Management and its influence on the maturity level of the production system, the objective of this research is analyze the relationship between the Lean Management principles and the Lean maturity level in the organizations. The research also analyzes the principles of Lean Management and its relationship with the 'Lean culture' and the results obtained. The research was developed using the case study methodology. Three manufacturing units of a German multinational company from industrial automation segment, located in different countries were studied, in order to have a better comparison between the practices and the level of maturity in the implementation. The primary source of information was the application of a research questionnaire based on the theoretical review. The research showed that higher the level of Lean Management principles, higher are the Lean maturity level, the Lean culture level, and the level of Lean results obtained in the organization. The research also showed that factors such as time for application of Lean concepts and company size were not determinant for the level of Lean Management principles and, consequently, for the level of Lean maturity in the organization. The characteristics of the production system showed much more influence in different evaluated aspects. The present research also left recommendations for the managers of the plants analyzed and suggestions for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20management" title="lean management">lean management</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20principles" title=" lean principles"> lean principles</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20maturity%20level" title=" lean maturity level"> lean maturity level</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/107669/the-relationship-of-lean-management-principles-with-lean-maturity-levels-multiple-case-study-in-manufacturing-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107669.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">142</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9116</span> A Multi-Objective Methodology for Selecting Lean Initiatives in Modular Construction Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saba%20Shams%20Bidhendi">Saba Shams Bidhendi</a>, <a href="https://publications.waset.org/abstracts/search?q=Steven%20Goh"> Steven Goh</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrew%20Wandel"> Andrew Wandel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The implementation of lean manufacturing initiatives has produced significant impacts in improving operational performance and reducing manufacturing wastes in the production process. However, selecting an appropriate set of lean strategies is critical to avoid misapplication of the lean manufacturing techniques and consequential increase in non-value-adding activities. To the author’s best knowledge, there is currently no methodology to select lean strategies that considers their impacts on manufacturing wastes and performance metrics simultaneously. In this research, a multi-objective methodology is proposed that suggests an appropriate set of lean initiatives based on their impacts on performance metrics and manufacturing wastes and within manufacturers’ resource limitation. The proposed methodology in this research suggests the best set of lean initiatives for implementation that have highest impacts on identified critical performance metrics and manufacturing wastes. Therefore, manufacturers can assure that implementing suggested lean tools improves their production performance and reduces manufacturing wastes at the same time. A case study was conducted to show the effectiveness and validate the proposed model and methodologies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title="lean manufacturing">lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20strategies" title=" lean strategies"> lean strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20wastes" title=" manufacturing wastes"> manufacturing wastes</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20performance" title=" manufacturing performance"> manufacturing performance</a>, <a href="https://publications.waset.org/abstracts/search?q=optimisation" title=" optimisation"> optimisation</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making"> decision making</a> </p> <a href="https://publications.waset.org/abstracts/97420/a-multi-objective-methodology-for-selecting-lean-initiatives-in-modular-construction-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/97420.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">192</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9115</span> Lean Implementation Analysis on the Safety Performance of Construction Projects in the Philippines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kim%20Lindsay%20F.%20Restua">Kim Lindsay F. Restua</a>, <a href="https://publications.waset.org/abstracts/search?q=Jeehan%20Kyra%20A.%20Rivero"> Jeehan Kyra A. Rivero</a>, <a href="https://publications.waset.org/abstracts/search?q=Joneka%20Myles%20D.%20Taguba"> Joneka Myles D. Taguba</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean construction is defined as an approach in construction with the purpose of reducing waste in the process without compromising the value of the project. There are numerous lean construction tools that are applied in the construction process, which maximizes the efficiency of work and satisfaction of customers while minimizing waste. However, the complexity and differences of construction projects cause a rise in challenges on achieving the lean benefits construction can give, such as improvement in safety performance. The objective of this study is to determine the relationship between lean construction tools and their effects on safety performance. The relationship between construction tools applied in construction and safety performance is identified through Logistic Regression Analysis, and Correlation Analysis was conducted thereafter. Based on the findings, it was concluded that almost 60% of the factors listed in the study, which are different tools and effects of lean construction, were determined to have a significant relationship with the level of safety in construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=correlation%20analysis" title="correlation analysis">correlation analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction%20tools" title=" lean construction tools"> lean construction tools</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title=" lean construction"> lean construction</a>, <a href="https://publications.waset.org/abstracts/search?q=logistic%20regression%20analysis" title=" logistic regression analysis"> logistic regression analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=safety" title=" safety"> safety</a> </p> <a href="https://publications.waset.org/abstracts/148072/lean-implementation-analysis-on-the-safety-performance-of-construction-projects-in-the-philippines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148072.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">186</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9114</span> Lean Construction Techniques in Construction Projects of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aftab%20Hameed%20Memon">Aftab Hameed Memon</a>, <a href="https://publications.waset.org/abstracts/search?q=Shadab%20Noor"> Shadab Noor</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Akram%20Akhund"> Muhammad Akram Akhund</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean construction is a philosophy adopted in the construction industry to increase the value of a project by reducing waste and improving construction productivity. Lean emphasizes on maximizing the value of a project with less expenditure. Globally, lean philosophy has received wider popularity in construction sector. Lean construction has supported the practitioners with several tools and techniques to implement at various stages of a construction project. Following the global trends, this study has investigated the lean practice in Pakistan. The level of implementation of different lean tools and techniques altogether with potential benefits experienced by its implementation in construction projects of Pakistan is analyzed. To achieve the targets, the opinion was sought by the practitioners involved in handling construction projects representing four stakeholders that are a client, consultant, contractors and material suppliers through a structured questionnaire. A total of 34 completed questionnaires were collected and then statistically analyzed. The findings of the analysis have highlighted that pull approach, work standardization, just in time, increase visualization tools, integrated project delivery method and fail-safe for quality are common lean techniques implemented in the local construction industry. While reduction in waste, client’s satisfaction, improved communication, visual control and proper task management are major benefits of the lean construction application. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title="lean construction">lean construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20tools%20and%20techniques" title=" lean tools and techniques"> lean tools and techniques</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20benefits" title=" lean benefits"> lean benefits</a>, <a href="https://publications.waset.org/abstracts/search?q=waste%20reduction" title=" waste reduction"> waste reduction</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan"> Pakistan</a> </p> <a href="https://publications.waset.org/abstracts/89362/lean-construction-techniques-in-construction-projects-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89362.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9113</span> Innovation in Lean Thinking to Achieve Rapid Construction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhamad%20Azani%20Yahya">Muhamad Azani Yahya</a>, <a href="https://publications.waset.org/abstracts/search?q=Vikneswaran%20Munikanan"> Vikneswaran Munikanan</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Alias%20Yusof"> Mohammed Alias Yusof</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean thinking holds the potential for improving the construction sector, and therefore, it is a concept that should be adopted by construction sector players and academicians in the real industry. Bridging from that, a learning process for construction sector players regarding this matter should be the agenda in gaining the knowledge in preparation for their career. Lean principles offer opportunities for reducing lead times, eliminating non-value adding activities, reducing variability, and are facilitated by methods such as pull scheduling, simplified operations and buffer reduction. Thus, the drive for rapid construction, which is a systematic approach in enhancing efficiency to deliver a project using time reduction, while lean is the continuous process of eliminating waste, meeting or exceeding all customer requirements, focusing on the entire value stream and pursuing perfection in the execution of a constructed project. The methodology presented is shown to be valid through literature, interviews and questionnaire. The results show that the majority of construction sector players unfamiliar with lean thinking and they agreed that it can improve the construction process flow. With this background knowledge established and identified, best practices and recommended action are drawn. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20improvement" title="construction improvement">construction improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=rapid%20construction" title=" rapid construction"> rapid construction</a>, <a href="https://publications.waset.org/abstracts/search?q=time%20reduction" title=" time reduction"> time reduction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title=" lean construction"> lean construction</a> </p> <a href="https://publications.waset.org/abstracts/59019/innovation-in-lean-thinking-to-achieve-rapid-construction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59019.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">373</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9112</span> How Supply Chains Can Benefit from Open Innovation: Inspiration from Toyota Production System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sam%20Solaimani">Sam Solaimani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jack%20A.%20A.%20van%20der%20Veen"> Jack A. A. van der Veen</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehdi%20Latifi"> Mehdi Latifi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Considering the increasingly VUCA (Volatile, Uncertain, Complex, Ambiguous) business market, innovation is the name of the game in contemporary business. Innovation is not solely created within the organization itself; its 'network environment' appears to be equally important for innovation. There are, at least, two streams of literature that emphasize the idea of using the extended organization to foster innovation capability, namely, Supply Chain Collaboration (SCC) (also rooted in the Lean philosophy) and Open Innovation (OI). Remarkably, these two concepts are still considered as being totally different in the sense that these appear in different streams of literature and applying different concepts in pursuing the same purposes. This paper explores the commonalities between the two concepts in order to conceptually further our understanding of how OI can effectively be applied in Supply Chain networks. Drawing on available literature in OI, SCC and Lean, the paper concludes with five principles that help firms to contextualize the implementation of OI to the peculiar setting of SC. Theoretically, the present paper aims at contributing to the relatively under-researched theme of Supply Chain Innovation. More in practical terms, the paper provides OI and SCC communities with a workable know-how to seize on and sustain OI initiatives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20philosophy" title="lean philosophy">lean philosophy</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20collaboration" title=" supply chain collaboration"> supply chain collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/50471/how-supply-chains-can-benefit-from-open-innovation-inspiration-from-toyota-production-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50471.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">322</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9111</span> The Role of Social and Technical Lean Implementation in Improving Operational Performance: Insights from the Pharmaceutical Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bernasconi%20Matteo">Bernasconi Matteo</a>, <a href="https://publications.waset.org/abstracts/search?q=Grothkopp%20Mark"> Grothkopp Mark</a>, <a href="https://publications.waset.org/abstracts/search?q=Friedli%20Thomas"> Friedli Thomas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this paper is to examine the relationships between technical and social lean bundles as well as operational performance in the context of the pharmaceutical industry. We investigate the direct and mediating effects of the lean bundles total productive maintenance (TPM), total quality management (TQM), Just-In-Time (JIT), and human resource management (HRM) on operational performance. Our analysis relies on 113 manufacturing facilities from the St.Gallen OPEX benchmarking database. The results show that HRM has a positive indirect effect on operational performance mediated by the technical lean bundles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20performance" title=" operational performance"> operational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=pharmaceutical%20industry" title=" pharmaceutical industry"> pharmaceutical industry</a>, <a href="https://publications.waset.org/abstracts/search?q=technical%20lean%20practices" title=" technical lean practices"> technical lean practices</a> </p> <a href="https://publications.waset.org/abstracts/151487/the-role-of-social-and-technical-lean-implementation-in-improving-operational-performance-insights-from-the-pharmaceutical-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151487.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">128</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20literature%20classification&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20literature%20classification&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20literature%20classification&page=4">4</a></li> <li class="page-item"><a class="page-link" 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