Lean Manufacturing Principles And Their Impact on Process Energy Efficiency

Simulation of Integrated Total Quality Management (TQM) with Lean Manufacturing (LM) Practices in Forming Process Using Delmia Quest

Value addition and performance improvement are important to deal with increasing local and global market competitiveness. Interventions and automation based on Lean and ergonomics principles have strong influence on performance improvement of the production systems. This study focuses on implementation of lean manufacturing and ergonomics principles to improve work environment and performance of the soccer manufacturing production line. Work visualization and value stream mapping (VSM) techniques were employed to identify the opportunities for improvements. Time of value and non-value-added activities is recorded using time study method. Working postures and associated risk factors are evaluated using Rapid Entire Body Assessment (REBA) method. Lean manufacturing principles are employed to minimize wastes and non-value added activities. Similarly, improvements in work environment are made through ergonomics interventions. Various models comprising different levels of lean and ergonomics interventions were evaluated through simulation before actual implementation. The results of the finalized model in terms of decrease in cycle time (8.64 to 7.018 seconds), increase in daily production (20505 to 24176 soccer balls), and improved work environment are evident of performance improvements in all aspects. The integration of lean and ergonomics principles leads to improve the productivity and working environment for workers in soccer ball manufacturing industry.

Electronic manufacturers are at increasing risk from offshore competition; often due to significantly lower labour costs abroad (Roberts, 2012). The implications are serious and, ignoring the threat, will, at best, lead to loss of market share and, at worst, the closure of many businesses with significant effect on the South African economy and society. This kind of competition has been seen in other industries. The clothing industry in South Africa, for example, has either failed or moved offshore. Traditional manufacturing production systems offer no solution to the problem, while a lean manufacturing has been associated with productivity increase, quality improvement, reduction of lead time and cost (Marudhamuthu & Krishnaswamy, 2011). According to Taj and Morosan (2011), waste is anything other than the minimum amount of equipment, materials, parts and working time which is absolutely vital to production. The focus of this study is the adoption of lean manufacturing principles in the electronic manufacturing industry in South Africa: a case of Altech UEC. The aim of this research is to identify the possible or potential of adopting lean manufacturing principles in the electronic manufacturing industry and, in particular, Altech UEC. The study identified the tools, techniques and drivers for implementation. In order to achieve the aim of the study, the following objectives were developed: • To capture employees’ perception of lean manufacturing and the principles that they believe have been implemented within Altech UEC; • To establish the impact being made or lack thereof of implementing lean manufacturing at Altech UEC; • To ascertain the challenges being faced by the implementation of lean manufacturing at Altech UEC; and • To explore the ways in which the implementation of lean manufacturing can be improved within Altech UEC. For the purpose of obtaining necessary information, the researcher employed a descriptive research design. With this research design, the primary data needed in this research are derived from the answers of the respondents of the survey through a previously used questionnaire. This study sought to explore the use and implementation of lean manufacturing principles at Altech UEC as the basis for understanding how lean manufacturing can benefit an organisation within a South African context. There were four research questions asked under the broader topic of lean manufacturing and through extensive research of previous literature and logical inferences made from the analysis of the data it was found that while some aspects of lean manufacturing principles were being used to improve upon the lean manufacturing process, there was still a great deal of improvement for Altech UEC to be a lean manufacturing organisation. The study was able to effectively conclude that lean manufacturing impacts positively on the manufacturing process and, if implemented correctly, the manufacturing process will run smoothly and efficiently. The more lean manufacturing aspects applied to the manufacturing process, the more likely it was to run smoothly and efficiently at an increased rate of production.

PurposeFirst, this study aims to examine the level of implementation of lean manufacturing (LM) practices by the small- and medium-sized enterprises (SMEs) in the wooden furniture industry in Jepara. Second is to examine the impact of LM practices on operational performance (OP) and business performance (BP). Third is to examine the impact of LM practices on BP with OP as a mediating and moderating variable. OP is the quantifiable aspect of the process of an organisation, such as production cycle time, reliability and inventory turnover, whereas BP is usually related to the responsibility of the firms to their shareholders and has the goal of profit maximization.Design/methodology/approachThis study used primary data collected through an offline questionnaire. The questionnaire was intended to identify the extent of the implementation of LM practices and the level of OP and BP achieved by SMEs. The LM practices consist of 6 dimensions with 26 indicators; OP, 4 dimensions with 11 indicators; and BP, 3 dimensions with 9 indicators. The data obtained from the questionnaire were processed via partial least squares (PLS) regression using the SmartPLS software. PLS is generally used to assess the extent to which LM practices predict values in OP and BP.FindingsA total of 100 questionnaires were administered, of which 81% were properly filled, completed and returned. The result of the study confirms that LM practices should be applied collectively and comprehensively as each practice is interdependent. Moreover, it confirms that these practices have a direct effect on OP and BP and that OP can drive broader BP measures. Finally, the result confirms that these practices can improve BP indirectly with OP as a mediator variable. While the empirical evidence in this study supported the role of OP as a mediating variable between the implementation of LM practices and OB, it did not support the role of OP as a moderating variable.Research limitations/implicationsFirst, it is arguable that LM practices, OP and BP are only measured by the Likert scale, which would likely create bias and inconsistency from the owners or managers of SMEs in expressing the level of LM practices and performances achieved by the SMEs in the wooden furniture industry. Future research may help establish qualitative approaches to better measure the LM practices as well as the OP and BP through observation and probing. Second, this study was limited geographically (limited to only the SMEs in the wooden furniture industry in Jepara and did not cover all regions in Central Java as well as in Indonesia). Therefore, a wider geographical area could be considered, including the other regions in Indonesia which also produce wooden furniture.Practical implicationsThis study practically contributes to the LM body of knowledge by identifying the relationships among the LM practices, OP and BP in SMEs. Understanding these relationships will help the owner or managers of SMEs make better decisions in achieving the OP and BP. The owner or managers of SMEs who implement the LM practices individually may experience disappointing performance results as these practices should be applied collectively and comprehensively.Social implicationsThe LM practices may help the owners or managers of the SMEs to be competitive and achieve the optimum result.Originality/valueThis is the first known study that adopts the PLS framework to examine how OP measurement affects the relationship between the LM practices and BP in the case of the SMEs in Indonesia.

While the concept of Lean manufacturing isn't new, effectively deploying lean principles in the electronics manufacturing services (EMS) environment is. The EMS environment contains unique constraints. This paper will identify key challenges faced in implementing Lean manufacturing principles within the EMS environment including: ■ Implementing lean practices in a multi-customer environment which includes variance in forecasting practices and process requirements ■ Integrating each customer's required suppliers ■ Structuring a system flexible enough to interface and support each customer's internal vision of appropriate lean manufacturing practices. The paper will then discuss ways that EPIC Technologies has modified its internal systems and processes to support lean manufacturing practices in the areas of: ■ Supplier management ■ Scheduling/forecasting ■ Multi-facility support of customers (including cross-border logistics support) ■ Process optimization ■ Program management

The purpose of the work. The purpose of the work is to develop a plan for the implementation of lean manufacturing principles at the enterprise of JSC "Tannery" in order to improve in-shop logistics and ensure the competitive advantages of the enterprise. The relevance of the work. The relevance of the chosen research topic is due to the fact that in modern conditions of a rapidly changing external environment, an enterprise needs to have competitive advantages in order to sell its products. For most enterprises, the main competitive advantage is to reduce the cost of production, which can be provided, for example, by optimizing in-store logistics. And here lean manufacturing comes to the rescue, which allows you to optimize existing resources. In this regard, the author identified the need to develop a plan for the implementation of lean manufacturing principles on the example of a leather goods manufacturing enterprise. The method or methodology of the work. The research is based on a general scientific methodology, which provides for the application of a systematic approach to solving the problems of in-store logistics by developing a specific plan for the implementation of lean manufacturing principles on the example of the enterprise JSC "Tannery". Results. In this work, a plan was developed to implement the principles of lean manufacturing in order to improve in-house logistics and ensure competitive advantages on the example of the enterprise JSC "Tannery" for the production of leather products. The paper considers the methods of traditional planning designed for analysis and decision-making in uncertain situations when implementing the principles of lean production on the example of the enterprise JSC "Tannery". The author assessed the effectiveness of the logistics system of JSC "Tannery" and identified its weaknesses; spaghetti diagrams for bottlenecks were constructed, a tree of problems and a tree of goals were formulated and constructed. Based on the results of the analytical study, the author proposed to redevelop the racks, which is reflected in detail in the developed plan for the introduction of lean manufacturing principles in order to improve in-store logistics and ensure the competitive advantages of the enterprise of JSC Tannery. Thus, the effectiveness of the plan developed by the author to implement the principles of lean manufacturing in order to improve in-store shelving logistics is beyond doubt and is confirmed by the calculations performed by the author. The scope of the results. The results of the conducted research can be used in the implementation of the principles of lean manufacturing at enterprises producing leather products in any region of the Russian Federation in order to improve warehouse logistics and ensure competitive advantages. Conclusions. In general, all of the above will lead to an improvement in the organization of financial and economic activities of enterprises producing leather products in the Russian Federation. This is especially relevant at present in the context of sanctions imposed by foreign countries against the Russian Federation.

Modelling of barriers encumbering the advancement of processing technologies towards lean manufacturing principles

Lean and industry 4.0: A leading harmony

Purpose of the study: Lean manufacturing is perceived to be a significant competitive advantage of firms as it removes waste from manufacturing operations with innovations in products and processes. This research aims to know the impact of lean manufacturing practices of textile firms on their operational efficiency.
 Methodology: For this study, questionnaires were electronically sent to operation/ production managers of 122 textile firms using lean manufacturing technologies in Pakistan. Based on the literature review, nine lean manufacturing practices and five operational performance measures were included in the questionnaire survey. Just 91 operation managers replied, a response rate of 74%. Multiple regression analysis was performed to test the hypotheses of the study.
 Main findings: The results of regression analysis show that lean manufacturing practices significantly impact the operational performance of textile firms. The study's findings suggest that the involvement of customers, suppliers, and employees causes an increase in the operating performance of firms. Moreover, it is established that some lean manufacturing practices such as 5S, automation (Jidoka), Justin time (JIT), equipment layout, and continuous improvement (Kaizen) have a significant and positive effect on the operational performance of firms.
 Application of the study: The lean manufacturing practices save money for businesses and increases overall productivity by reducing waste. These are also helpful in increasing consumer loyalty and employee productivity. The study's results show that lean production methods can be adopted to improve operating performance and competitiveness.
 Originality/ Novelty: This study adds a piece of first-hand evidence by establishing a significant effect of lean manufacturing practices of firms on their operational performance in Pakistan, where most of the firms so far are using traditional techniques due to lack of financial resources.

Lean manufacturing practices focus on minimizing all forms of waste from the production system. The applicability of lean manufacturing concepts and principles has often been questioned in sectors including aerospace manufacturing primarily due to their high variety - low volume environments. The key challenges include the difficulty in changing the factory layout, lack of plant-specific manufacturing strategies, lack of benchmarking between manufacturing plants and non-existence of learning through experimentation culture. Consequently, the aerospace manufacturing industries have struggled to implement lean principles over the years successfully. Industry 4.0 is a new paradigm that is significantly influencing several manufacturing industries across the globe. Applying the concepts of Industry 4.0 along with the conventional lean transformation technology could potentially address these challenges. The focus of this research is to study the possibilities of integrating Industry 4.0 tools with existing lean manufacturing philosophies within the aerospace manufacturing sector in order to improve various aspects of manufacturing processes in a cyber-physical environment. A case study is performed considering a quality inspection department in a typical aerospace industry. The case study is simulated using discrete event simulation tool — Arena. The study found that a hybrid approach involving the holistic merger of the lean principles along with the Industry 4.0 tools known as Lean Industry 4.0 is the best way forward for the aerospace manufacturing sector. The outcomes of this research provide an understanding of the role of industry 4.0 paradigm and their implementation in several other high-technology and high-risk manufacturing sectors including life sciences, space, and defense industries.

Standard operating procedures (SOPs) serve as critical control mechanisms in manufacturing systems, yet systematic approaches for quantifying procedural inefficiencies remain theoretically underdeveloped. Unlike traditional qualitative SOP analysis methods that rely on expert intuition and subjective assessment, current procedural optimization approaches lack the systematic rigor applied to physical process improvement. While lean manufacturing principles have demonstrated effectiveness in physical process optimization, their systematic application to procedural analysis represents an unexplored theoretical domain with significant potential for manufacturing systems improvement. This research addresses this gap by developing the Procedural Waste Index (PWI) framework, which establishes the first systematic theoretical integration of lean waste identification principles with procedural analysis. The framework extends the seven wastes of lean manufacturing to procedural analysis through systematic mapping to procedural elements identified via the extended Procedure Representation Language (e-PRL), creating a quantitative approach that enables the objective measurement of procedural efficiency where only subjective assessment methods previously existed. The PWI framework provides the following three key advantages over existing approaches: (1) systematic waste identification using proven lean principles rather than ad hoc improvement methods, (2) quantitative measurement capability enabling objective assessment and statistical process control, and (3) multi-perspective analytical framework through three complementary calculation methodologies (weighted aggregation, maximum constraint identification, and root mean square analysis) providing comprehensive analytical perspectives on procedural waste across discrete manufacturing contexts. The theoretical framework demonstrates practical applicability through a systematic analysis of a respirator fit testing procedure, revealing inventory waste as the primary inefficiency (70.0% waste score). This represents the first quantitative procedural waste assessment in the manufacturing literature, contributing to the foundational theory for systematic procedural optimization while establishing a methodology for future empirical validation studies.

This study is considering the most relevant areas of high-tech enterprise`s business processes transformation under the Russian economy digitalization conditions. The subject of this study was individual issues how to apply lean manufacturing principles, kaizen principles, automation of business processes and talent management concept. Implementation of these areas into practice requires solving the problems of the high-tech enterprise`s management system transformation, taking into account the widespread industry digitalization. The research methodology was analytical in nature; the author focuses to prove the need for lean manufacturing, kaizen, business process automation and talent management at each enterprise. The main research methods were: analysis of implementation benefits of lean manufacturing principles; analysis of implementation role of kaizen principles; analysis of business process automation possibilities; analysis of implementation importance of talent management concept. The novelty and scientific value of this paper lies in the fact that the result of study was a justified author's approach to study issues of high-tech enterprise`s business processes transformation in transition to digital economy, as well as proven need for lean manufacturing, use of kaizen principles, business process automation and applying of talent management. It is concluded that, in practical terms, the proposed areas of transformation will serve as the basis for increasing the business performance, improving the management system and production business processes of high-tech enterprises under integrated Russian industry digitalization conditions.

The article substantiates the impact of applying lean manufacturing tools on the digital company’s transformation. The study distinguishes the main lean manufacturing tools that contribute to the optimisation of production processes, reduce losses and improve staff efficiency. Special attention is paid to the synergy of lean methods and digital technologies, which allows companies to adapt to changing market conditions and remain competitive by accelerating and replicating production processes in their digital transformation. The case study of implementing lean manufacturing tools at the Russian food industry enterprises, participants in the national project “Labour Productivity,” demonstrates the feasibility of implementing the key 5 lean manufacturing principles (sorting, organising, standardising, keeping clean and improving), along with the Manufacturing Execution System (MES). The author concludes that companies need to combine lean manufacturing and digital technologies to improve efficiency. Given the fact that lean manufacturing and information technology can conflict, providing their integration will increase the success of the digital company’s transformation. A lean manufacturing approach simplifies production processes, improves the efficiency of digitalisation and increases the likelihood of successful adoption of Industry 4.0 technologies.

ABSTRACTCharacteristics of complex systems and systems engineering practices are reviewed. A workshop program (WES‐21) sponsored by the U. S. Navy for promoting wise technology investments in the engineering and management of complex systems in the 21st century is described. Topics and results from the three annual workshops held in 1994, 1995, and 1996 are discussed. Due to changes in the way the Department of Defense (DoD) acquires goods and services, the third workshop was designed to couple the group discussions closely with the DoD mandated concepts of Integrated Product and Process Development (IPPD). The Lean Aircraft Initiative (LAI) program, which is independent of WES 21, is also discussed. LAI is aimed at lean manufacturing principles and practices.

Abstract: Companies strive for superior results. Focusing on return, performance, and profitability is mainstream; this reasoning is constantly present in the decisions of the strategic operational management of companies. Based on this assumption, the objective of this work is to evaluate empirically whether the degree to which a company implements a combination of Just in Time (JIT) or Lean Manufacturing practices systematically affects the company's operational, financial, and/or organisational performance. For this, a meta-analysis was carried out; the final sample consisted of 28 articles, with 41 studies and 12,708 included subjects who provided the effects that explain the proposed relationship. The data were collected in the Web of Science, EBSCO, and Science Direct databases, with an open period, considering all works available until July 2020. Among the main findings, JIT practices and the company's operational performance present a positive, significant, medium effect. Lean manufacturing practices demonstrate a positive and significant relationship in operational, financial, and organisational performance, all with an average impact on the effect size. No direct relationship was found between the JIT variables and organisational performance (financial, operational, and environmental), based on the TBL. Additional research is needed regarding the relationship of JIT and Lean Manufacturing practices with the organisational performance (financial, operational, and environmental) based on the TBL, as well as an in-depth analysis of previous research related to green Lean practices and their relationship with organisational performance, based on the TBL.