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manufacturing</title> <meta name="description" content="Search results for: lean manufacturing"> <meta name="keywords" content="lean manufacturing"> <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" /> </a> <button class="d-block d-lg-none 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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 manufacturing"> <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> 2165</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: lean manufacturing</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2165</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">193</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">2164</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">2163</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">473</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">2162</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">229</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">2161</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">247</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">2160</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">542</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">2159</span> Role of Senior Management in Implementing Lean Manufacturing Practices: A Study of Manufacturing Companies of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saima%20Yaqoob">Saima Yaqoob</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to advancement in technologies and cutting cost competition, especially in manufacturing business, organizations are now becoming more focused toward achieving exceptional quality standards with low manufacturing cost. In this concern, many process improvement strategies are becoming popular in the way of increasing productivity and output. Lean manufacturing principles are among one of them, increasingly used for improving productivity by reducing wastages. Many success factors are involved in lean implementation. But, the role of senior management is most important in developing the lean culture in an organization. Purpose of this study is to investigate the perception of executive level management related to the successful implementation of lean practices and its comparison with the existing practices in the organization. In order to collect data, survey questionnaire comprised of eight statements rendering the critical success factors were sent to the top management of fifty (50) automotive manufacturing companies of Karachi. After analyzing their feedbacks, the trend of lean manufacturing principles and the commitment of senior management toward its implementation was identified in the manufacturing industries of Karachi, Pakistan. <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=process%20improvement" title=" process improvement"> process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=senior%20management" title=" senior management"> senior management</a>, <a href="https://publications.waset.org/abstracts/search?q=perception" title=" perception"> perception</a>, <a href="https://publications.waset.org/abstracts/search?q=involvement" title=" involvement"> involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=waste%20reduction" title=" waste reduction"> waste reduction</a> </p> <a href="https://publications.waset.org/abstracts/88598/role-of-senior-management-in-implementing-lean-manufacturing-practices-a-study-of-manufacturing-companies-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88598.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">2158</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">2157</span> A Lean Manufacturing Profile of Practices in the Metallurgical Industry: A Methodology for Multivariate Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Jonathan%20D.%20Morales">M. Jonathan D. Morales</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Ram%C3%B3n%20Silva"> R. Ramón Silva</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this project is to carry out an analysis and determine the profile of actual lean manufacturing processes in the Metropolitan Area of Bucaramanga. Through the analysis of qualitative and quantitative variables it was possible to establish how these manufacturers develop production practices that ensure their competitiveness and productivity in the market. In this study, a random sample of metallurgic and wrought iron companies was applied, following which a quantitative focus and analysis was used to formulate a qualitative methodology for measuring the level of lean manufacturing procedures in the industry. A qualitative evaluation was also carried out through a multivariate analysis using the Numerical Taxonomy System (NTSYS) program which should allow for the determination of Lean Manufacturing profiles. Through the results it was possible to observe how the companies in the sector are doing with respect to Lean Manufacturing Practices, as well as identify the level of management that these companies practice with respect to this topic. In addition, it was possible to ascertain that there is no one dominant profile in the sector when it comes to Lean Manufacturing. It was established that the companies in the metallurgic and wrought iron industry show low levels of Lean Manufacturing implementation. Each one carries out diverse actions that are insufficient to consolidate a sectoral strategy for developing a competitive advantage which enables them to tie together a production strategy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=production%20line%20management" title="production line management">production line management</a>, <a href="https://publications.waset.org/abstracts/search?q=metallurgic%20industry" title=" metallurgic industry"> metallurgic industry</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=productivity" title=" productivity"> productivity</a> </p> <a href="https://publications.waset.org/abstracts/14484/a-lean-manufacturing-profile-of-practices-in-the-metallurgical-industry-a-methodology-for-multivariate-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14484.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">459</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">2156</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">250</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">2155</span> Augmented Reality as Enhancer of the Lean Philosophy: An Exploratory Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20Gil">P. Gil</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20Charrua-Santos"> F. Charrua-Santos</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20A.%20Baptista"> A. A. Baptista</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Azevedo"> S. Azevedo</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Espirito-Santo"> A. Espirito-Santo</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20P%C3%A1scoa"> J. Páscoa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean manufacturing is a philosophy of industrial management that aims to identify and eliminate any waste that exists in the companies. The augmented reality is a new technology that stills being developed in terms of software and hardware. This technology consists of an image capture device, a device for data processing and an image visualization equipment to visualize collected and processed images. It is characterized by being a technology that merges the reality with the virtual environment, so there is an instantaneous interaction between the two environments. The present work intends to demonstrate that the use of the augmented reality will contribute to improve some tools and methods used in Lean manufacturing philosophy. Through several examples of application in industry it will be demonstrated that the technological impact of the augmented reality on the Lean Manufacturing philosophy contribute to added value improvements. <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=augmented%20reality" title=" augmented reality"> augmented reality</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20studies" title=" case studies"> case studies</a>, <a href="https://publications.waset.org/abstracts/search?q=value" title=" value "> value </a> </p> <a href="https://publications.waset.org/abstracts/29014/augmented-reality-as-enhancer-of-the-lean-philosophy-an-exploratory-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29014.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">624</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">2154</span> Performance Enhancement of Autopart Manufacturing Industry Using Lean Manufacturing Strategies: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raman%20Kumar">Raman Kumar</a>, <a href="https://publications.waset.org/abstracts/search?q=Jasgurpreet%20Singh%20Chohan"> Jasgurpreet Singh Chohan</a>, <a href="https://publications.waset.org/abstracts/search?q=Chander%20Shekhar%20Verma"> Chander Shekhar Verma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, the manufacturing industries respond rapidly to new demands and compete in this continuously changing environment, thus seeking out new methods allowing them to remain competitive and flexible simultaneously. The aim of the manufacturing organizations is to reduce manufacturing costs and wastes through system simplification, organizational potential, and proper infrastructural planning by using modern techniques like lean manufacturing. In India, large number of medium and large scale manufacturing industries has successfully implemented lean manufacturing techniques. Keeping in view the above-mentioned facts, different tools will be involved in the successful implementation of the lean approach. The present work is focused on the auto part manufacturing industry to improve the performance of the recliner assembly line. There is a number of lean manufacturing tools available, but the experience and complete knowledge of manufacturing processes are required to select an appropriate tool for a specific process. Fishbone diagrams (scrap, inventory, and waiting) have been drawn to identify the root cause of different. Effect of cycle time reduction on scrap and inventory is analyzed thoroughly in the case company. Results have shown that there is a decrease in inventory cost by 7 percent after the successful implementation of the lean tool. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20tool" title="lean tool">lean tool</a>, <a href="https://publications.waset.org/abstracts/search?q=fish-bone%20diagram" title=" fish-bone diagram"> fish-bone diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=cycle%20time%20reduction" title=" cycle time reduction"> cycle time reduction</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a> </p> <a href="https://publications.waset.org/abstracts/110274/performance-enhancement-of-autopart-manufacturing-industry-using-lean-manufacturing-strategies-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110274.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">127</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">2153</span> Implementation of Lean Manufacturing in Some Companies in Colombia: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Natalia%20Marulanda">Natalia Marulanda</a>, <a href="https://publications.waset.org/abstracts/search?q=Henry%20Gonz%C3%A1lez"> Henry González</a>, <a href="https://publications.waset.org/abstracts/search?q=Gonzalo%20Le%C3%B3n"> Gonzalo León</a>, <a href="https://publications.waset.org/abstracts/search?q=Alejandro%20Hincapi%C3%A9"> Alejandro Hincapié</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement tools are the result of a set of studies that developed theories and methodologies. These methodologies enable organizations to increase their levels of efficiency, effectiveness, and productivity. Based on these methodologies, lean manufacturing philosophy, which is based on the optimization of resources, waste disposal, and generation of value to products and services, was developed. Lean application has been massive globally, but Colombian companies have been made it incipiently. Therefore, the purpose of this article is to identify the impacts generated by the implementation of lean manufacturing tools in five companies located in Colombia and Medellín metropolitan area. It also seeks to make a comparison of the results obtained from the implementation of lean philosophy and Theory of Constraints. The methodology is qualitative and quantitative, is based on the case study interview from dialogue with the leaders of the processes that used lean tools. The most used tools by research companies are 5's with 100% and TPM with 80%. The less used tool is the synchronous production with 20%. The main reason for the implementation of lean was supply chain management with 83.3%. For the application of lean and TOC, we did not find significant differences between the impact, in terms of methodology, areas of application, staff initiatives, supply chain management, planning, and training. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title="business strategy">business strategy</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=theory%20of%20constraints" title=" theory of constraints"> theory of constraints</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a> </p> <a href="https://publications.waset.org/abstracts/43186/implementation-of-lean-manufacturing-in-some-companies-in-colombia-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43186.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">354</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">2152</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">2151</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">2150</span> Increasing Productivity through Lean Manufacturing Principles and Tools: A Successful Rail Welding Plant Case</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20A.%20Faria">T. A. Faria</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20C.%20Toniolo"> C. C. Toniolo</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20F.%20Ribeiro"> L. F. Ribeiro</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to satisfy the costumer’s needs, many sectors of industry and services has been spending major effort to make its processes more efficient. Facing a situation, when its production cannot cover the demand, the traditional way to achieve the production required involves, mostly, adding shifts, workforce, or even more machines. This paper narrates how lean manufacturing supported a dramatic increase of productivity at a rail welding plant in Brazil in order to meet the demand for the next years. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=productivity" title="productivity">productivity</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=rail%20welding" title=" rail welding"> rail welding</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/54348/increasing-productivity-through-lean-manufacturing-principles-and-tools-a-successful-rail-welding-plant-case" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54348.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">364</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">2149</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">143</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">2148</span> Optimization of Lean Methodologies in the Textile Industry Using Design of Experiments</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Yame">Ahmad Yame</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahad%20Ali"> Ahad Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Badih%20Jawad"> Badih Jawad</a>, <a href="https://publications.waset.org/abstracts/search?q=Daw%20Al-Werfalli%20Mohamed%20Nasser"> Daw Al-Werfalli Mohamed Nasser</a>, <a href="https://publications.waset.org/abstracts/search?q=Sabah%20Abro"> Sabah Abro</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Industries in general have a lot of waste. Wool textile company, Baniwalid, Libya has many complex problems that led to enormous waste generated due to the lack of lean strategies, expertise, technical support and commitment. To successfully address waste at wool textile company, this study will attempt to develop a methodical approach that integrates lean manufacturing tools to optimize performance characteristics such as lead time and delivery. This methodology will utilize Value Stream Mapping (VSM) techniques to identify the process variables that affect production. Once these variables are identified, Design of Experiments (DOE) Methodology will be used to determine the significantly influential process variables, these variables are then controlled and set at their optimal to achieve optimal levels of productivity, quality, agility, efficiency and delivery to analyze the outputs of the simulation model for different lean configurations. The goal of this research is to investigate how the tools of lean manufacturing can be adapted from the discrete to the continuous manufacturing environment and to evaluate their benefits at a specific industrial. <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=DOE" title=" DOE"> DOE</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20stream%20mapping" title=" value stream mapping"> value stream mapping</a>, <a href="https://publications.waset.org/abstracts/search?q=textiles" title=" textiles"> textiles</a> </p> <a href="https://publications.waset.org/abstracts/49871/optimization-of-lean-methodologies-in-the-textile-industry-using-design-of-experiments" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/49871.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">455</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">2147</span> Lean Manufacturing Implementation in Fused Plastic Bags Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tareq%20Issa">Tareq Issa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean manufacturing is concerned with the implementation of several tools and methodologies that aim for the continuous elimination of wastes throughout manufacturing process flow in the production system. This research addresses the implementation of lean principles and tools in a small-medium industry focusing on 'fused' plastic bags production company in Amman, Jordan. In this production operation, the major type of waste to eliminate include material, waiting-transportation, and setup wastes. The primary goal is to identify and implement selected lean strategies to eliminate waste in the manufacturing process flow. A systematic approach was used for the implementation of lean principles and techniques, through the application of Value Stream Mapping analysis. The current state value stream map was constructed to improve the plastic bags manufacturing process through identifying opportunities to eliminate waste and its sources. Also, the future-state value stream map was developed describing improvements in the overall manufacturing process resulting from eliminating wastes. The implementation of VSM, 5S, Kanban, Kaizen, and Reduced lot size methods have provided significant benefits and results. Productivity has increased to 95.4%, delivery schedule attained at 99-100%, reduction in total inventory to 1.4 days and the setup time for the melting process was reduced to about 30 minutes. <p class="card-text"><strong>Keywords:</strong> <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=plastic%20bags%20industry" title=" plastic bags industry"> plastic bags industry</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20stream%20map" title=" value stream map"> value stream map</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20flow" title=" process flow"> process flow</a> </p> <a href="https://publications.waset.org/abstracts/91127/lean-manufacturing-implementation-in-fused-plastic-bags-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/91127.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">175</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">2146</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">2145</span> The Lean Manufacturing Practices in an Automotive Company Using Value Stream Mapping Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seher%20Arslankaya">Seher Arslankaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Merve%20Si%CC%87mge%20Usuk"> Merve Si̇mge Usuk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean manufacturing, which is based on the Toyota Production System, has focused on increasing the performance in various fields by eliminating the waste. By waste elimination, the lead time is reduced significantly and lean manufacturing provides companies with an important privilege under today's competitive conditions. The initial point of lean thinking is the value. This notion create of a specific product with specific properties for which the customer is ready to pay and which satisfies his needs within a specific time frame and at a specific price. Considering this, the final customer determines the value but the manufacturer creates this value of the product. The value stream is the whole set of activities required for each product. These activities may or may not be essential for the value. Through value stream mapping, all employees can see the sources of waste and develop future cases to eliminate it. This study focused on manufacturing to eliminate the waste which created a cost but did not create any value. The study was carried out at the Department of Assembly/Logistics at Toyota Motor Manufacturing Turkey from the automotive industry with a high product mix and variable demands. As a result of the value stream analysis, improvements are planned for the future cases. The process was improved by applying these suggestions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lead%20time" title="lead time">lead time</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=performance%20improvement" title=" performance improvement"> performance improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20stream%20papping" title=" value stream papping"> value stream papping</a> </p> <a href="https://publications.waset.org/abstracts/49451/the-lean-manufacturing-practices-in-an-automotive-company-using-value-stream-mapping-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/49451.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">311</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">2144</span> Application of Lean Manufacturing in Brake Shoe Manufacturing Plant: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anees%20K.%20Ahamed">Anees K. Ahamed</a>, <a href="https://publications.waset.org/abstracts/search?q=Aakash%20Kumar%20R.%20G."> Aakash Kumar R. G.</a>, <a href="https://publications.waset.org/abstracts/search?q=Raj%20M.%20Mohan"> Raj M. Mohan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective is to apply lean tools to identify and eliminate waste in and among the work stations so as to improve the process speed and quality. From the top seven wastes in the lean concept, we consider the movement of materials, defects, and inventory for the improvement since these cause the major impact on the performance measures. The layout was improved to reduce the movement of materials. It also quantifies the reduction in movement among the work stations. Value stream mapping has been used for identification of waste. Cause and effect diagram and 5W analysis are used to identify the reasons for defects and to provide the counter measures. Some cycle time reduction techniques also proposed to improve the productivity. Lean Audit check sheet was also used to identify the current position of the industry and to identify the gap to make the industry Lean. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cause%20and%20effect%20diagram" title="cause and effect diagram">cause and effect diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=cycle%20time%20reduction" title=" cycle time reduction"> cycle time reduction</a>, <a href="https://publications.waset.org/abstracts/search?q=defects" title=" defects"> defects</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=waste%20reduction" title=" waste reduction"> waste reduction</a> </p> <a href="https://publications.waset.org/abstracts/59590/application-of-lean-manufacturing-in-brake-shoe-manufacturing-plant-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59590.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">385</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">2143</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">286</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">2142</span> Improving Automotive Efficiency through Lean Management Tools: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raed%20El-Khalil">Raed El-Khalil</a>, <a href="https://publications.waset.org/abstracts/search?q=Hussein%20Zeaiter"> Hussein Zeaiter</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Managing and improving efficiency in the current highly competitive global automotive industry demands that companies adopt leaner and more flexible systems. During the past 20 years the domestic automotive industry in North America has been focusing on establishing new management strategies in order to meet market demands. 98The lean management process also known as Toyota Manufacturing Process (TPS) or lean manufacturing encompasses tools and techniques that were established in order to provide the best quality product with the fastest lead time at the lowest cost. The following paper presents a study that focused on improving labor efficiency at one of the Big Three (Ford, GM, Chrysler LLC) domestic automotive facility in North America. The objective of the study was to utilize several lean management tools in order to optimize the efficiency and utilization levels at the “Pre-Marriage” chassis area in a truck manufacturing and assembly facility. Utilizing three different lean tools (i.e. Standardization of work, 7 Wastes, and 5S) this research was able to improve efficiency by 51%, utilization by 246%, and reduce operations by 14%. The return on investment calculated based on the improvements made was 284%. <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=standardized%20work" title=" standardized work"> standardized work</a>, <a href="https://publications.waset.org/abstracts/search?q=operation%20efficiency" title=" operation efficiency"> operation efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=utilization" title=" utilization"> utilization</a> </p> <a href="https://publications.waset.org/abstracts/20548/improving-automotive-efficiency-through-lean-management-tools-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20548.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">520</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">2141</span> Lean Manufacturing: Systematic Layout Planning Application to an Assembly Line Layout of a Welding Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fernando%20Augusto%20Ullmann%20Tobe">Fernando Augusto Ullmann Tobe</a>, <a href="https://publications.waset.org/abstracts/search?q=Moacyr%20Amaral%20Domingues"> Moacyr Amaral Domingues</a>, <a href="https://publications.waset.org/abstracts/search?q=Figueiredo"> Figueiredo</a>, <a href="https://publications.waset.org/abstracts/search?q=Stephany%20Rie%20Yamamoto%20Gushiken"> Stephany Rie Yamamoto Gushiken</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to present the process of elaborating the layout of an assembly line of a welding industry using the principles of lean manufacturing as the main driver. The objective of this paper is relevant since the current layout of the assembly line causes non-productive times for operators, being related to the lean waste of unnecessary movements. The methodology used for the project development was Project-based Learning (PBL), which is an active way of learning focused on real problems. The process of selecting the methodology for layout planning was developed considering three criteria to evaluate the most relevant one for this paper's goal. As a result of this evaluation, Systematic Layout Planning was selected, and three steps were added to it – Value Stream Mapping for the current situation and after layout changed and the definition of lean tools and layout type. This inclusion was to consider lean manufacturing in the layout redesign of the industry. The layout change resulted in an increase in the value-adding time of operations carried out in the sector, reduction in movement times between previous and final assemblies, and in cost savings regarding the man-hour value of the employees, which can be invested in productive hours instead of movement times. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=assembly%20line" title="assembly line">assembly line</a>, <a href="https://publications.waset.org/abstracts/search?q=layout" title=" layout"> layout</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=systematic%20layout%20planning" title=" systematic layout planning"> systematic layout planning</a> </p> <a href="https://publications.waset.org/abstracts/135739/lean-manufacturing-systematic-layout-planning-application-to-an-assembly-line-layout-of-a-welding-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135739.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">226</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">2140</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">2139</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">191</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">2138</span> Structural Equation Modelling Based Approach to Integrate Customers and Suppliers with Internal Practices for Lean Manufacturing Implementation in the Indian Context</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Protik%20Basu">Protik Basu</a>, <a href="https://publications.waset.org/abstracts/search?q=Indranil%20Ghosh"> Indranil Ghosh</a>, <a href="https://publications.waset.org/abstracts/search?q=Pranab%20K.%20Dan"> Pranab K. Dan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lean management is an integrated socio-technical system to bring about a competitive state in an organization. The purpose of this paper is to explore and integrate the role of customers and suppliers with the internal practices of the Indian manufacturing industries towards successful implementation of lean manufacturing (LM). An extensive literature survey is carried out. An attempt is made to build an exhaustive list of all the input manifests related to customers, suppliers and internal practices necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its successful implementation. A structural model is thus conceptualized, which is empirically validated based on the data from the Indian manufacturing sector. With the current impetus on developing the industrial sector, the Government of India recently introduced the Lean Manufacturing Competitiveness Scheme that aims to increase competitiveness with the help of lean concepts. There is a huge scope to enrich the Indian industries with the lean benefits, the implementation status being quite low. Hardly any survey-based empirical study in India has been found to integrate customers and suppliers with the internal processes towards successful LM implementation. This empirical research is thus carried out in the Indian manufacturing industries. The basic steps of the research methodology followed in this research are the identification of input and output manifest variables and latent constructs, model proposition and hypotheses development, development of survey instrument, sampling and data collection and model validation (exploratory factor analysis, confirmatory factor analysis, and structural equation modeling). The analysis reveals six key input constructs and three output constructs, indicating that these constructs should act in unison to maximize the benefits of implementing lean. The structural model presented in this paper may be treated as a guide to integrating customers and suppliers with internal practices to successfully implement lean. Integrating customers and suppliers with internal practices into a unified, coherent manufacturing system will lead to an optimum utilization of resources. This work is one of the very first researches to have a survey-based empirical analysis of the role of customers, suppliers and internal practices of the Indian manufacturing sector towards an effective lean implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20management" title="customer management">customer management</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20manufacturing%20practices" title=" internal manufacturing practices"> internal manufacturing practices</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=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=structural%20model" title=" structural model"> structural model</a>, <a href="https://publications.waset.org/abstracts/search?q=supplier%20management" title=" supplier management"> supplier management</a> </p> <a href="https://publications.waset.org/abstracts/83261/structural-equation-modelling-based-approach-to-integrate-customers-and-suppliers-with-internal-practices-for-lean-manufacturing-implementation-in-the-indian-context" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83261.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">179</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">2137</span> Practices of Lean Manufacturing in the Autoparts: Brazilian Industry Overview</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Guilherme%20Gorgulho">Guilherme Gorgulho</a>, <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Roberto%20Camello%20Lima"> Carlos Roberto Camello Lima</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Over the past five years between 2011 and 2015, the license plate of cars, light commercial vehicles, trucks and buses have suffered retraction. This sector's decline can be explained by economic and national policy in the Brazilian industry operates. In parallel to the reduction of sales and license plate of vehicles, their suppliers are also affected influencing its results, among these vendors, there is the auto parts sector. The existence of international companies, and featured strongly in Asia and Mexico due to low production costs, encourage companies to constantly seek continuous improvement and operational efficiency. Under this argument, the decision making based on lean manufacturing tools it is essential for the management of operations. The purpose of this article is to analyze between lean practices in Brazilian auto parts industries, through the application of a questionnaire with employees who practice lean thinking in organizations. The purpose is to confront the extracted data in the questionnaires, and debate on which of lean tools help organizations as a competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=autoparts" title="autoparts">autoparts</a>, <a href="https://publications.waset.org/abstracts/search?q=brazilian%20industry" title=" brazilian industry"> brazilian industry</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20practices" title=" lean practices"> lean practices</a>, <a href="https://publications.waset.org/abstracts/search?q=survey" title=" survey"> survey</a> </p> <a href="https://publications.waset.org/abstracts/43605/practices-of-lean-manufacturing-in-the-autoparts-brazilian-industry-overview" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43605.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">336</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">2136</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> <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%20manufacturing&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing&page=6">6</a></li> <li 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