The idea of Lean Manufacturing has been known for 20 years. In Polish enterprises its first implementation took place in the automotive industry in the 90s. Many companies, in order to reduce costs, use lower quality materials or overload employees with work and do not notice other possibilities for improving the company’s effectiveness. Enterprises are afraid of the unknown. And that is the problem in many cases with the Lean Manufacturing conception. This article presents the study results conducted in enterprises, the aim of which was to identify waste awareness and the need of lean manufacturing implementation. The authors also wanted to gain information on the most commonly used tools and the way of implementation and the methods of the effects assessment of using the mentioned conception. The study was conducted in large enterprises located on a limited area.
[1] J. P. Womack, D. T. Jones, D. Roos, “The Machine That Changed the
World”, Wrocław: ProdPress.com, 1990.
[2] C. Hofer, C. Eroglu, A. Rossiter Hofer, “The effect of lean production
on financial performance: The mediating role of inventory leanness”,
Int. J. Production Economics, vol. 138, pp. 242–253, 2012.
[3] A. Gunasekaran, L. Forker, B. Kobu, “Improving operations
performance in a small company: a case study”, International Journal of
Operations & Production Management, vol. 20, no. 3, pp. 316–335,
2000.
[4] M. Dora, M. Kumar, D. Van Goubergen, A. Molnar, X. Gellynck,
“Operational performance and critical success factors of lean
manufacturing In European food processing SMEs”, Trends in Food
Science & Technology, vol. 31, pp. 156–164, 2013.
[5] B. H. Lee, H. J. Jo, “The mutation of the Toyota Production System:
adapting the TPS at Hyundai Motor Company”, International Journal of
Production Research, vol. 45, no. 16, pp. 3665–3679, 2007.
[6] R. P. Mishra, G. Anand, R. Kodali, “Development of a framework for
world-class maintenance systems”, Journal of Advanced Manufacturing
Systems, vol. 5, no. 2, pp.141–165, 2006.
[7] H. Hirano “JIT Factory Revolution: A Pictorial Guide to Factory Design
of the Future” Productivity Press, 1988.
[8] J. Venkatesh, “An Introduction to Total Productive Maintenance
(TPM)”, Copyright 1996-2005, The Plant Maintenance Resource Center,
pp.3–20.
[9] T. Ohno “Toyota Production System. Beyond Large-Scale Production”,
Wrocław: ProdPublishing.com, 2008.
[10] M. Rother, J. Shook, “Learning to See: Value Stream Mapping to Add
Value and Eliminate MUDA, Lean Enterprise Institute Polska. Wrocław
2009.
[11] S. Shingo, “Zero quality control: source inspection and the poka-yoke
system”, Productivity Press, Portland, Oregon, 1986.
[12] The Productivity Press Development Team “Mistake-proofing for
operators: The ZQC System”, Wrocław: ProdPublishing.com, 2010.
[13] The Productivity Press Development Team “The Quick Changeover for
Operators: The SMED system”, Wrocław: ProdPublishing.com, 2010.
[14] Last 10 years of Lean activity in Poland: conclusions and perspectives.
X International Conference Lean Manufacturing: conference
proceedings, Wrocław, 22-24 June 2010, Lean Enterprise Institute
Polska, 2010, in Polish.
[15] G. Anand, R. Kodali, “Development of a framework for lean
manufacturing systems”, International Journal of Services and
Operations Management, vol. 5, no. 5, pp.687–716, 2009.
[16] G. Anand, R. Kodali, “Analysis of Lean Manufacturing Frameworks”,
Journal of Advanced Manufacturing Systems, vol. 9, no. 1, pp. 1-30,
2010.
[17] H. Wan, F. F. Chen, “Decision support for lean practitioners: A webbased
adaptive assessment approach”, Computers in Industry, vol. 60,
pp. 277–283, 2009.
[18] A. K. Sahoo, N. K. Singh, R. Shankar, M. K. Tiwari, “Lean philosophy:
implementation in a forging company”, The International Journal of
Advanced Manufacturing Technology, vol. 36, nos. 5–6, pp. 451–462,
2008.
[19] T. Wallace, “Innovation and hybridization: managing the introduction of
lean production into Volvo do Brazil”, International Journal of
Operations Management, vol. 24, no. 8, pp. 801–819, 2004.
[20] V. Dhandapani, A. Potter, M. Naim, „Applying lean thinking: a case
study of an Indian steel plant”, International Journal of Logistics:
Research and Applications, vol. 7, no. 3, pp. 239–250, 2004.
[21] K. Soderquist, J. Motwani, “Quality issues in lean production
implementation: a case study of a French automotive supplier”, Total
Quality Management & Business Excellence, vol. 10, no. 8, pp. 1107–
1122, 1999.
[22] A. Berg, F. Ohlsson, “Lean manufacturing at Volvo Truck Production
Australia - development of an implementation strategy”, Unpublished
Master’s Thesis, Lund Institute of Technology. 2005, Available online
at: http://epubl.ltu.se/1402-1617/2005/222/index-en.html (accessed on
24 July 2013).
[23] A. M. Sanchez, M. P. Perez, “Lean indicators and manufacturing
strategies”, International Journal of Operations & Production
Management, vol. 21, no. 11, pp.1433–1451, 2001.
[24] T. L. Doolen, M. E. Hacker, “A Review of Lean Assessment in
Organizations: An Exploratory Study of Lean Practices by Electronics
Manufacturers”, Journal of Manufacturing Systems, vol. 24, no 1, pp.
55–67, 2005.
[25] B. Singh, S. Garg, S. Sharma, “Development of index for measuring
Leanness”, Measuring Business Excellence, vol. 14, pp. 46–59, 2010.
[26] P. Achanga, E. Shehab, R. Roy, G. Nelder, “Critical success factors for
lean implementation within SMEs”, Journal of Manufacturing
Technology Management, vol. 17, no. 4, pp. 460-471, 2006.
[27] R. Shah, P. T. Ward, “Lean manufacturing: context, practice bundles,
and performance”, Journal of Operations Management, vol. 21, pp.
129–149, 2003.
[28] R. J. Holden, “Lean Thinking in Emergency Departments: A Critical
Review”, Annals of Emergency Medicine, vol. 57, no 3, pp. 265–278,
March 2011.
[29] B. R. Staatsa, D. J. Brunner, D. M. Uptonc, “Lean principles, learning,
and knowledge work: Evidence from a software services provider”,
Journal of Operations Management, vol. 29, pp. 376–390, 2011.
[30] N. Oliver, R. Delbridge, H. Barton, “Lean production and manufacturing
performance improvement in Japan, the UK And US 1994–2001’,
Working Paper No. 232, ESRC Centre for Business Research,
University of Cambridge. 2002. Available online at:
http://www.cbr.cam.ac.uk/pdf/WP232.pdf (accessed on 24 July 2013).
[31] V. Crute, Y. Ward, S. Brown, A. Graves, “Implementing lean in
aerospace – challenging the assumptions and understating the
challenges”, Technovation, vol. 23, no. 12, pp. 917–928, 2003.
[32] A. S. Sohal, A. Egglestone, “Lean production: experience among
Australian organization”, International Journal of Operation &
Production Management, vol. 14, no. 11, pp. 35–51, 1994.
[33] M. P. Pérez, A. M. Sánchez, “Lean production and supplier relations: a
survey of practices in the Aragonese automotive industry”,
Technovation, vol. 20, pp. 665–676, pp. 665–676, December 2000.
[34] T. Arens, “Lean production: Successful implementation of
organisational change in operations instead of short term cost reduction
efforts”, Lean Alliance 2006, Available online at: http://www.leanalliance.
com/en/images/pdf/la_lean_survey.pdf (accessed on 24 July
2013).
[35] R. Shah, P. T. Ward, “Defining and developing measures of lean
production”, Journal of Operations Management, vol. 25, pp. 785–805,
2007.
[36] S. Rahman, T. Laosirihongthong, A. S. Sohal, "Impact of lean strategy
on operational performance: a study of Thai manufacturing companies",
Emerald, vol. 21, issue 7, pp. 839–852, 2010.
[37] N. Nordin, B. Md. Deros, D. Abd. Wahab, “A Survey on Lean
Manufacturing Implementation in Malaysian Automotive Industry”,
International Journal of Innovation, Management and Technology, vol.
1, no. 4, pp. 374–380, October 2010.
[38] D. Losonci, K. Demeter, I. Jenei, “Factors influencing employee
perceptions in lean transformations”, International Journal of
Production Economics, vol. 131, pp. 30–43, 2011.
[39] K. Demeter, Z. Matyusz, “The impact of lean practices on inventory
turnover”, International Journal of Production Economics, vol. 133, pp.
154–163, 2011.
[40] M. Eswaramoorthi, G. R. Kathiresan, P. S. S. Prasad, P. V. Mohanram,
“A survey on lean practices in Indian machine tool industries”,
International Journal of Advanced Manufacturing Technology, vol. 52,
pp. 1091–1101, 2011.
[41] B. Sanjay, “Performance of Lean in large organizations”, Journal of
Manufacturing Systems. 2012, vol. 31, pp. 349– 357.
[42] L. Banhan, “A Survey on Implementation of the Lean Manufacturing in
Automotive Manufacturers in the Eastern Region of Thailand”, 2nd
International Conference on Industrial Technology and Management
ICITM 2012, pp. 43-48.
[1] J. P. Womack, D. T. Jones, D. Roos, “The Machine That Changed the
World”, Wrocław: ProdPress.com, 1990.
[2] C. Hofer, C. Eroglu, A. Rossiter Hofer, “The effect of lean production
on financial performance: The mediating role of inventory leanness”,
Int. J. Production Economics, vol. 138, pp. 242–253, 2012.
[3] A. Gunasekaran, L. Forker, B. Kobu, “Improving operations
performance in a small company: a case study”, International Journal of
Operations & Production Management, vol. 20, no. 3, pp. 316–335,
2000.
[4] M. Dora, M. Kumar, D. Van Goubergen, A. Molnar, X. Gellynck,
“Operational performance and critical success factors of lean
manufacturing In European food processing SMEs”, Trends in Food
Science & Technology, vol. 31, pp. 156–164, 2013.
[5] B. H. Lee, H. J. Jo, “The mutation of the Toyota Production System:
adapting the TPS at Hyundai Motor Company”, International Journal of
Production Research, vol. 45, no. 16, pp. 3665–3679, 2007.
[6] R. P. Mishra, G. Anand, R. Kodali, “Development of a framework for
world-class maintenance systems”, Journal of Advanced Manufacturing
Systems, vol. 5, no. 2, pp.141–165, 2006.
[7] H. Hirano “JIT Factory Revolution: A Pictorial Guide to Factory Design
of the Future” Productivity Press, 1988.
[8] J. Venkatesh, “An Introduction to Total Productive Maintenance
(TPM)”, Copyright 1996-2005, The Plant Maintenance Resource Center,
pp.3–20.
[9] T. Ohno “Toyota Production System. Beyond Large-Scale Production”,
Wrocław: ProdPublishing.com, 2008.
[10] M. Rother, J. Shook, “Learning to See: Value Stream Mapping to Add
Value and Eliminate MUDA, Lean Enterprise Institute Polska. Wrocław
2009.
[11] S. Shingo, “Zero quality control: source inspection and the poka-yoke
system”, Productivity Press, Portland, Oregon, 1986.
[12] The Productivity Press Development Team “Mistake-proofing for
operators: The ZQC System”, Wrocław: ProdPublishing.com, 2010.
[13] The Productivity Press Development Team “The Quick Changeover for
Operators: The SMED system”, Wrocław: ProdPublishing.com, 2010.
[14] Last 10 years of Lean activity in Poland: conclusions and perspectives.
X International Conference Lean Manufacturing: conference
proceedings, Wrocław, 22-24 June 2010, Lean Enterprise Institute
Polska, 2010, in Polish.
[15] G. Anand, R. Kodali, “Development of a framework for lean
manufacturing systems”, International Journal of Services and
Operations Management, vol. 5, no. 5, pp.687–716, 2009.
[16] G. Anand, R. Kodali, “Analysis of Lean Manufacturing Frameworks”,
Journal of Advanced Manufacturing Systems, vol. 9, no. 1, pp. 1-30,
2010.
[17] H. Wan, F. F. Chen, “Decision support for lean practitioners: A webbased
adaptive assessment approach”, Computers in Industry, vol. 60,
pp. 277–283, 2009.
[18] A. K. Sahoo, N. K. Singh, R. Shankar, M. K. Tiwari, “Lean philosophy:
implementation in a forging company”, The International Journal of
Advanced Manufacturing Technology, vol. 36, nos. 5–6, pp. 451–462,
2008.
[19] T. Wallace, “Innovation and hybridization: managing the introduction of
lean production into Volvo do Brazil”, International Journal of
Operations Management, vol. 24, no. 8, pp. 801–819, 2004.
[20] V. Dhandapani, A. Potter, M. Naim, „Applying lean thinking: a case
study of an Indian steel plant”, International Journal of Logistics:
Research and Applications, vol. 7, no. 3, pp. 239–250, 2004.
[21] K. Soderquist, J. Motwani, “Quality issues in lean production
implementation: a case study of a French automotive supplier”, Total
Quality Management & Business Excellence, vol. 10, no. 8, pp. 1107–
1122, 1999.
[22] A. Berg, F. Ohlsson, “Lean manufacturing at Volvo Truck Production
Australia - development of an implementation strategy”, Unpublished
Master’s Thesis, Lund Institute of Technology. 2005, Available online
at: http://epubl.ltu.se/1402-1617/2005/222/index-en.html (accessed on
24 July 2013).
[23] A. M. Sanchez, M. P. Perez, “Lean indicators and manufacturing
strategies”, International Journal of Operations & Production
Management, vol. 21, no. 11, pp.1433–1451, 2001.
[24] T. L. Doolen, M. E. Hacker, “A Review of Lean Assessment in
Organizations: An Exploratory Study of Lean Practices by Electronics
Manufacturers”, Journal of Manufacturing Systems, vol. 24, no 1, pp.
55–67, 2005.
[25] B. Singh, S. Garg, S. Sharma, “Development of index for measuring
Leanness”, Measuring Business Excellence, vol. 14, pp. 46–59, 2010.
[26] P. Achanga, E. Shehab, R. Roy, G. Nelder, “Critical success factors for
lean implementation within SMEs”, Journal of Manufacturing
Technology Management, vol. 17, no. 4, pp. 460-471, 2006.
[27] R. Shah, P. T. Ward, “Lean manufacturing: context, practice bundles,
and performance”, Journal of Operations Management, vol. 21, pp.
129–149, 2003.
[28] R. J. Holden, “Lean Thinking in Emergency Departments: A Critical
Review”, Annals of Emergency Medicine, vol. 57, no 3, pp. 265–278,
March 2011.
[29] B. R. Staatsa, D. J. Brunner, D. M. Uptonc, “Lean principles, learning,
and knowledge work: Evidence from a software services provider”,
Journal of Operations Management, vol. 29, pp. 376–390, 2011.
[30] N. Oliver, R. Delbridge, H. Barton, “Lean production and manufacturing
performance improvement in Japan, the UK And US 1994–2001’,
Working Paper No. 232, ESRC Centre for Business Research,
University of Cambridge. 2002. Available online at:
http://www.cbr.cam.ac.uk/pdf/WP232.pdf (accessed on 24 July 2013).
[31] V. Crute, Y. Ward, S. Brown, A. Graves, “Implementing lean in
aerospace – challenging the assumptions and understating the
challenges”, Technovation, vol. 23, no. 12, pp. 917–928, 2003.
[32] A. S. Sohal, A. Egglestone, “Lean production: experience among
Australian organization”, International Journal of Operation &
Production Management, vol. 14, no. 11, pp. 35–51, 1994.
[33] M. P. Pérez, A. M. Sánchez, “Lean production and supplier relations: a
survey of practices in the Aragonese automotive industry”,
Technovation, vol. 20, pp. 665–676, pp. 665–676, December 2000.
[34] T. Arens, “Lean production: Successful implementation of
organisational change in operations instead of short term cost reduction
efforts”, Lean Alliance 2006, Available online at: http://www.leanalliance.
com/en/images/pdf/la_lean_survey.pdf (accessed on 24 July
2013).
[35] R. Shah, P. T. Ward, “Defining and developing measures of lean
production”, Journal of Operations Management, vol. 25, pp. 785–805,
2007.
[36] S. Rahman, T. Laosirihongthong, A. S. Sohal, "Impact of lean strategy
on operational performance: a study of Thai manufacturing companies",
Emerald, vol. 21, issue 7, pp. 839–852, 2010.
[37] N. Nordin, B. Md. Deros, D. Abd. Wahab, “A Survey on Lean
Manufacturing Implementation in Malaysian Automotive Industry”,
International Journal of Innovation, Management and Technology, vol.
1, no. 4, pp. 374–380, October 2010.
[38] D. Losonci, K. Demeter, I. Jenei, “Factors influencing employee
perceptions in lean transformations”, International Journal of
Production Economics, vol. 131, pp. 30–43, 2011.
[39] K. Demeter, Z. Matyusz, “The impact of lean practices on inventory
turnover”, International Journal of Production Economics, vol. 133, pp.
154–163, 2011.
[40] M. Eswaramoorthi, G. R. Kathiresan, P. S. S. Prasad, P. V. Mohanram,
“A survey on lean practices in Indian machine tool industries”,
International Journal of Advanced Manufacturing Technology, vol. 52,
pp. 1091–1101, 2011.
[41] B. Sanjay, “Performance of Lean in large organizations”, Journal of
Manufacturing Systems. 2012, vol. 31, pp. 349– 357.
[42] L. Banhan, “A Survey on Implementation of the Lean Manufacturing in
Automotive Manufacturers in the Eastern Region of Thailand”, 2nd
International Conference on Industrial Technology and Management
ICITM 2012, pp. 43-48.
@article{"International Journal of Business, Human and Social Sciences:65238", author = "Dorota Stadnicka and Katarzyna Antosz", title = "Lean in Large Enterprises: Study Results", abstract = "The idea of Lean Manufacturing has been known for 20 years. In Polish enterprises its first implementation took place in the automotive industry in the 90s. Many companies, in order to reduce costs, use lower quality materials or overload employees with work and do not notice other possibilities for improving the company’s effectiveness. Enterprises are afraid of the unknown. And that is the problem in many cases with the Lean Manufacturing conception. This article presents the study results conducted in enterprises, the aim of which was to identify waste awareness and the need of lean manufacturing implementation. The authors also wanted to gain information on the most commonly used tools and the way of implementation and the methods of the effects assessment of using the mentioned conception. The study was conducted in large enterprises located on a limited area.
", keywords = "Large enterprises, lean manufacturing, tools, wastes elimination.", volume = "7", number = "10", pages = "2652-7", }
