Abstract: Lean thinking holds the potential for improving the construction sector, and therefore, it is a concept that should be adopted by construction sector players and academicians in the real industry. Bridging from that, a learning process for construction sector players regarding this matter should be the agenda in gaining the knowledge in preparation for their career. Lean principles offer opportunities for reducing lead times, eliminating non-value adding activities, reducing variability, and are facilitated by methods such as pull scheduling, simplified operations and buffer reduction. Thus, the drive for rapid construction, which is a systematic approach in enhancing efficiency to deliver a project using time reduction, while lean is the continuous process of eliminating waste, meeting or exceeding all customer requirements, focusing on the entire value stream and pursuing perfection in the execution of a constructed project. The methodology presented is shown to be valid through literature, interviews and questionnaire. The results show that the majority of construction sector players unfamiliar with lean thinking and they agreed that it can improve the construction process flow. With this background knowledge established and identified, best practices and recommended action are drawn.
Abstract: The market competition is moving from the single
firm to the whole supply chain because of increasing competition and
growing need for operational efficiencies and customer orientation.
Supply chain management allows companies to look beyond their
organizational boundaries to develop and leverage resources and
capabilities of their supply chain partners. This creates competitive
advantages in the marketplace and because of this SCM has acquired
strategic importance. Lean Approach is a management strategy that focuses on reducing
every type of waste present in an organization. This approach is
becoming more and more popular among supply chain managers. The supply chain application of lean approach is not frequent. In
particular, it is not well studied which are the impacts of lean
approach principles in a supply chain context. In literature there are
only few studies aimed at understanding the qualitative impact of the
lean approach in supply chains. Therefore, the goal of this research
work is to study the impacts of lean principles implementation along
a supply chain. To achieve this, a simulation model of a threeechelon
multi-product supply chain has been built. Kanban system (and several priority policies) and setup time
reduction degrees are implemented in the lean-configured supply
chain to apply pull and lot-sizing decrease principles respectively. To
evaluate the benefits of lean approach, lean supply chain is compared
with an EOQ-configured supply chain. The simulation results show
that Kanban system and setup-time reduction improve inventory
stock level. They also show that logistics efforts are affected to lean
implementation degree. The paper concludes describing
performances of lean supply chain in different contexts.
Abstract: The Lean Environmental Management Integration
System (LEMIS) framework development is integration between lean
core element and ISO 14001. The curiosity on the relationship
between continuous improvement and sustainability of lean
implementation has influenced this study toward LEMIS.
Characteristic of ISO 14001 standard clauses and core elements of
lean principles are explored from past studies and literature reviews.
Survey was carried out on ISO 14001 certified companies to examine
continual improvement by implementing the ISO 14001 standard.
The study found that there is a significant and positive relationship
between Lean Principles: value, value stream, flow, pull and
perfection with the ISO 14001 requirements. LEMIS is significant to
support the continuous improvement and sustainability. The
integration system can be implemented to any manufacturing
company. It gives awareness on the importance on why organizations
need to sustain its environmental management system. In the
meantime, the lean principle can be adapted in order to streamline
daily activities of the company. Throughout the study, it had proven
that there is no sacrifice or trade-off between lean principles with ISO
14001 requirements. The framework developed in the study can be
further simplified in the future, especially the method of crossing
each sub requirements of ISO 14001 standard with the core elements
of Lean principles in this study.
Abstract: Lean technique is very important in the service and industrial fields. It is defined as an effective tool to eliminate the wastes. In lean the wastes are defined as anything which does not add value to the end product. There are wastes that can be avoided, but some are unavoidable for many reasons.
The present study aims to apply the principles of lean in two different sectors, healthcare and industry. Two case studies have been selected to apply the experimental work. The first case was Al-Jalaa Hospital, while the second case study was the Technical Company of Aluminum Sections in Benghazi, LIBYA. In both case studies the Value Stream Map (VSM) of the current state has been constructed. The proposed plans have been implemented by merging or eliminating procedures or processes.
The results obtained from both case studies showed improvement in Capacity, Idle time and Utilized time.
Abstract: Lean, which was initially developed by Toyota, is
widely implemented in other companies to improve competitiveness.
This research is an attempt to identify the adoption of lean in the
production system of Malaysian car manufacturer, Proton using case
study approach. To gain the in-depth information regarding lean
implementation, an activity on the assembly line called Set Parts
Supply (SPS) was studied. The result indicates that by using lean
principles, tools and techniques in the implementation of SPS enabled
to achieve the goals on safety, quality, cost, delivery and morale. The
implementation increased the size of the workspace, improved the
quality of assembly and the delivery of parts supply, reduced the
manpower, achieved cost savings on electricity and also increased the
motivation of manpower in respect of attendance at work. A
framework of SPS implementation is suggested as a contribution for
lean practices in production system.