Evaluation and Analysis of Lean-Based Manufacturing Equipment and Technology System for Jordanian Industries
International markets driven forces are changing
continuously, therefore companies need to gain a competitive edge in
such markets. Improving the company's products, processes and
practices is no longer auxiliary. Lean production is a production
management philosophy that consolidates work tasks with minimum
waste resulting in improved productivity. Lean production practices
can be mapped into many production areas. One of these is
Manufacturing Equipment and Technology (MET). Many lean
production practices can be implemented in MET, namely, specific
equipment configurations, total preventive maintenance, visual
control, new equipment/ technologies, production process
reengineering and shared vision of perfection.The purpose of this
paper is to investigate the implementation level of these six practices
in Jordanian industries. To achieve that a questionnaire survey has
been designed according to five-point Likert scale. The questionnaire
is validated through pilot study and through experts review. A sample
of 350 Jordanian companies were surveyed, the response rate was
83%. The respondents were asked to rate the extent of
implementation for each of practices. A relationship conceptual
model is developed, hypotheses are proposed, and consequently the
essential statistical analyses are then performed. An assessment tool
that enables management to monitor the progress and the
effectiveness of lean practices implementation is designed and
presented. Consequently, the results show that the average
implementation level of lean practices in MET is 77%, Jordanian
companies are implementing successfully the considered lean
production practices, and the presented model has Cronbach-s alpha
value of 0.87 which is good evidence on model consistency and
results validation.
[1] Bayou, M. and Korvin, A. (2008), Measuring the leanness of
manufacturing systemsÔÇöA case study of Ford Motor Company and
General Motors, Journal of Engineering and Technology Management
(JET-M), 25, pp.287-304.
[2] Liker, J. (2004), The Toyota Way: 14 Management Principles from the
World's Greatest Manufacturer. McGraw-Hill.
[3] Al-Tahat, M.D. and Eteir, M. (2010), Investigation of the potential of
implementing Kaizen principles in Jordanian companies, Int. J. Product
Development, Vol. 10, Nos. 1/2/3, pp.87-100.
[4] Norin, J. and Karlström, D. (2006), Lean Configuration Management,
Softhouse Consulting, Stormgatan 14, SE-211 20 Malmö.
[5] Russell, R. and Taylor III. (2001), Operations Management, Fourth
Edition. New Jersey: Prentice Hall.
[6] Eti, M., Ogaji, S. and Probert, S. (2006), Reducing the cost of
preventative maintenance (PM) through adopting a proactive reliabilityfocused
culture. Applied Energy 83, Vol. 83, Issue 11, pp.1235-1248.
[7] Meredith, J. and Shafer, S. (2007), Operations Management for MBAs
with Crystal Ball CD, 3rd edition, Chapter 10: Lean Management, John
Wiley and Sons, Inc.
[8] Feld, W.M. (2000), Lean Manufacturing: Tools, Techniques, and How
to Use Them. The St. Lucie Press, London.
[9] Parry, G. and Turner, E. (2006), Application of lean visual process
management tools, Production Planning and Control, Volume 17,
Number 1, 77-86(10).
[10] Gisselquist, D. and Grether, M. (2000), an argument for deregulating the
transfer of agriculture technologies to developing countries. The World
Bank Economic Review, 14(10), pp.111-128.
[11] Lee, A. Wang, W. and Lin, T. (2010), an evaluation framework for
technology transfer of new equipment in high technology industry,
Technological Forecasting & Social Change, 77, pp.135-150.
[12] Hammer, M., Champy. J., (1993), Reengineering the Corporation: A
Manifesto for Business Revolution, Harper Collins, London.
[13] Mayer, Richard J. and DeWitte, S. (1998), Delivering Results: Evolving
BPR from Art to Engineering, Business Process Reengineering.
[14] Braggs, J. and Lesniak, D. (2010), aiming for Perfection: An
Exploration of Leadership and Excellence, The quality Management
Forum Winter, Vol. 35, No. 4.
[15] Arnauld, A. (2011), retrieved from:
http://www.finestquotes.com/author_quotes-author-Angelique Arnauldpage-
0.htm.
[16] Ross, and Associates Environmental Consulting, Ltd. (2000), Pursuing
Perfection: Case Studies Examining Lean Manufacturing Strategies,
Pollution Prevention, and Environmental Regulatory Management
Implications, Industrial Economics, Inc. U.S.
[17] Kirby, K., and Greene B. (2003), How value stream type affects the
adoption of lean production tools and techniques, Proceedings of the
2003 Industrial Engineering and Research Conference, Portland, OR,
May 18-20, 2003, Session S25: Organizational Change on CD-ROM.
[18] Czabke, J. Hansen, N. and Doolen, L. (2008), A multisided field study
of lean thinking in US and German secondary wood products
manufacturers, Forest Products Journal, Vol. 58, No. 9, pp.77-85.
[19] Rea, L. and Parker, A. (2005), Designing and conducting survey
research: a comprehensive guide (3rd ed.), San Francisco, CA: Jossey-
Bass.
[20] Shahin, A. and Janatyan, N. (2010), Group Technology (GT) and Lean
Production: A Conceptual Model for Enhancing Productivity,
International Business Research Vol. 3, No. 4.
[21] Tsai, Ch. and Lee Ch. (2006), Optimization of manufacturing cell
formation with a multi-functional mathematical programming model,
Int. J. of advanced manufacturing technology, volume 30, numbers 3-4,
and pp.309-318.
[22] Hachicha, W. Masmoudi, F. and Haddar M. (2008), Formation of
machine groups and part families in cellular manufacturing systems
using a correlation analysis approach, Int. J. of advanced manufacturing
technology, Volume 36, Numbers 11-12, pp.1157-1169.
[23] Rother, M. and Harris, R. (2001), Creating Continuous Flow: An Action
Guide for Managers, Engineers and Production Associates, A Lean
Toolkit Method and Workbook, The lean enterprise institute, Brookline,
Massachusetts, USA.
[24] Hipkin, I. and Cock, C. (2000), TQM and BPR: lessons for maintenance
management, Omega, 28, pp.277-292.
[25] Swenson, K. (1993), Visual Support for Reengineering Work Processes,
Proceedings of the Conference on Organizational Computing Systems.
[26] Li-Hua, R. and Khalil, T. (2006), Technology management in China: a
global perspective and challenging issues. J Technol Manage China,
1(1), pp.9-26.
[27] Vehkapera, H. Haapasalo, H. and Rusanen, J. (2009), Analysis of
Technology Management Functions in Finnish High Tech Companies,
The Open Management Journal, 2, pp.1-10.
[28] S├ínchez, A. and Pérez, J. (2001), Lean indicators and manufacturing
strategies, Int. J. of Operations & Production Management, Vol. 21, No.
11, pp.1433-1451.
[29] Piirainen, K. Elfvengren, K. Korpela, J. and Tuominen, M. (2009),
improving the effectiveness of business process development through
collaboration engineering: a method for process elicitation, Proceedings
of the 42nd Hawaii International Conference on System Sciences. IEEE.
[30] Chutima, P. and Kaewin, K. (2007), Using Lean & Business Process
Reengineering (BPR) Model for Improving Agility, The IE Network
Conference.
[31] Gliem, J. and Gliem, R. (2003), Calculating, interpreting, and reporting
Cronbach-s alpha reliability coefficient for Likert-type scales. Midwest
Research to Practice Conference in Adult, Continuing, and Community
Education. The Ohio State University, Columbus, OH, pp.82-88.
[32] Armstrong, R. and Tan, S. (2000), Corporate-customer satisfaction in
the banking industry of Singapore, Int. J. of Bank Marketing, Vol. 18
Issue: 3, pp.97- 111.
[1] Bayou, M. and Korvin, A. (2008), Measuring the leanness of
manufacturing systemsÔÇöA case study of Ford Motor Company and
General Motors, Journal of Engineering and Technology Management
(JET-M), 25, pp.287-304.
[2] Liker, J. (2004), The Toyota Way: 14 Management Principles from the
World's Greatest Manufacturer. McGraw-Hill.
[3] Al-Tahat, M.D. and Eteir, M. (2010), Investigation of the potential of
implementing Kaizen principles in Jordanian companies, Int. J. Product
Development, Vol. 10, Nos. 1/2/3, pp.87-100.
[4] Norin, J. and Karlström, D. (2006), Lean Configuration Management,
Softhouse Consulting, Stormgatan 14, SE-211 20 Malmö.
[5] Russell, R. and Taylor III. (2001), Operations Management, Fourth
Edition. New Jersey: Prentice Hall.
[6] Eti, M., Ogaji, S. and Probert, S. (2006), Reducing the cost of
preventative maintenance (PM) through adopting a proactive reliabilityfocused
culture. Applied Energy 83, Vol. 83, Issue 11, pp.1235-1248.
[7] Meredith, J. and Shafer, S. (2007), Operations Management for MBAs
with Crystal Ball CD, 3rd edition, Chapter 10: Lean Management, John
Wiley and Sons, Inc.
[8] Feld, W.M. (2000), Lean Manufacturing: Tools, Techniques, and How
to Use Them. The St. Lucie Press, London.
[9] Parry, G. and Turner, E. (2006), Application of lean visual process
management tools, Production Planning and Control, Volume 17,
Number 1, 77-86(10).
[10] Gisselquist, D. and Grether, M. (2000), an argument for deregulating the
transfer of agriculture technologies to developing countries. The World
Bank Economic Review, 14(10), pp.111-128.
[11] Lee, A. Wang, W. and Lin, T. (2010), an evaluation framework for
technology transfer of new equipment in high technology industry,
Technological Forecasting & Social Change, 77, pp.135-150.
[12] Hammer, M., Champy. J., (1993), Reengineering the Corporation: A
Manifesto for Business Revolution, Harper Collins, London.
[13] Mayer, Richard J. and DeWitte, S. (1998), Delivering Results: Evolving
BPR from Art to Engineering, Business Process Reengineering.
[14] Braggs, J. and Lesniak, D. (2010), aiming for Perfection: An
Exploration of Leadership and Excellence, The quality Management
Forum Winter, Vol. 35, No. 4.
[15] Arnauld, A. (2011), retrieved from:
http://www.finestquotes.com/author_quotes-author-Angelique Arnauldpage-
0.htm.
[16] Ross, and Associates Environmental Consulting, Ltd. (2000), Pursuing
Perfection: Case Studies Examining Lean Manufacturing Strategies,
Pollution Prevention, and Environmental Regulatory Management
Implications, Industrial Economics, Inc. U.S.
[17] Kirby, K., and Greene B. (2003), How value stream type affects the
adoption of lean production tools and techniques, Proceedings of the
2003 Industrial Engineering and Research Conference, Portland, OR,
May 18-20, 2003, Session S25: Organizational Change on CD-ROM.
[18] Czabke, J. Hansen, N. and Doolen, L. (2008), A multisided field study
of lean thinking in US and German secondary wood products
manufacturers, Forest Products Journal, Vol. 58, No. 9, pp.77-85.
[19] Rea, L. and Parker, A. (2005), Designing and conducting survey
research: a comprehensive guide (3rd ed.), San Francisco, CA: Jossey-
Bass.
[20] Shahin, A. and Janatyan, N. (2010), Group Technology (GT) and Lean
Production: A Conceptual Model for Enhancing Productivity,
International Business Research Vol. 3, No. 4.
[21] Tsai, Ch. and Lee Ch. (2006), Optimization of manufacturing cell
formation with a multi-functional mathematical programming model,
Int. J. of advanced manufacturing technology, volume 30, numbers 3-4,
and pp.309-318.
[22] Hachicha, W. Masmoudi, F. and Haddar M. (2008), Formation of
machine groups and part families in cellular manufacturing systems
using a correlation analysis approach, Int. J. of advanced manufacturing
technology, Volume 36, Numbers 11-12, pp.1157-1169.
[23] Rother, M. and Harris, R. (2001), Creating Continuous Flow: An Action
Guide for Managers, Engineers and Production Associates, A Lean
Toolkit Method and Workbook, The lean enterprise institute, Brookline,
Massachusetts, USA.
[24] Hipkin, I. and Cock, C. (2000), TQM and BPR: lessons for maintenance
management, Omega, 28, pp.277-292.
[25] Swenson, K. (1993), Visual Support for Reengineering Work Processes,
Proceedings of the Conference on Organizational Computing Systems.
[26] Li-Hua, R. and Khalil, T. (2006), Technology management in China: a
global perspective and challenging issues. J Technol Manage China,
1(1), pp.9-26.
[27] Vehkapera, H. Haapasalo, H. and Rusanen, J. (2009), Analysis of
Technology Management Functions in Finnish High Tech Companies,
The Open Management Journal, 2, pp.1-10.
[28] S├ínchez, A. and Pérez, J. (2001), Lean indicators and manufacturing
strategies, Int. J. of Operations & Production Management, Vol. 21, No.
11, pp.1433-1451.
[29] Piirainen, K. Elfvengren, K. Korpela, J. and Tuominen, M. (2009),
improving the effectiveness of business process development through
collaboration engineering: a method for process elicitation, Proceedings
of the 42nd Hawaii International Conference on System Sciences. IEEE.
[30] Chutima, P. and Kaewin, K. (2007), Using Lean & Business Process
Reengineering (BPR) Model for Improving Agility, The IE Network
Conference.
[31] Gliem, J. and Gliem, R. (2003), Calculating, interpreting, and reporting
Cronbach-s alpha reliability coefficient for Likert-type scales. Midwest
Research to Practice Conference in Adult, Continuing, and Community
Education. The Ohio State University, Columbus, OH, pp.82-88.
[32] Armstrong, R. and Tan, S. (2000), Corporate-customer satisfaction in
the banking industry of Singapore, Int. J. of Bank Marketing, Vol. 18
Issue: 3, pp.97- 111.
@article{"International Journal of Mechanical, Industrial and Aerospace Sciences:57007", author = "Mohammad D. AL-Tahat and Shahnaz M. Alkhalil", title = "Evaluation and Analysis of Lean-Based Manufacturing Equipment and Technology System for Jordanian Industries", abstract = "International markets driven forces are changing
continuously, therefore companies need to gain a competitive edge in
such markets. Improving the company's products, processes and
practices is no longer auxiliary. Lean production is a production
management philosophy that consolidates work tasks with minimum
waste resulting in improved productivity. Lean production practices
can be mapped into many production areas. One of these is
Manufacturing Equipment and Technology (MET). Many lean
production practices can be implemented in MET, namely, specific
equipment configurations, total preventive maintenance, visual
control, new equipment/ technologies, production process
reengineering and shared vision of perfection.The purpose of this
paper is to investigate the implementation level of these six practices
in Jordanian industries. To achieve that a questionnaire survey has
been designed according to five-point Likert scale. The questionnaire
is validated through pilot study and through experts review. A sample
of 350 Jordanian companies were surveyed, the response rate was
83%. The respondents were asked to rate the extent of
implementation for each of practices. A relationship conceptual
model is developed, hypotheses are proposed, and consequently the
essential statistical analyses are then performed. An assessment tool
that enables management to monitor the progress and the
effectiveness of lean practices implementation is designed and
presented. Consequently, the results show that the average
implementation level of lean practices in MET is 77%, Jordanian
companies are implementing successfully the considered lean
production practices, and the presented model has Cronbach-s alpha
value of 0.87 which is good evidence on model consistency and
results validation.", keywords = "Lean Production, SME applications, Visual Control,
New equipment/technologies, Specific equipment configurations,
Jordan", volume = "6", number = "4", pages = "809-7", }