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Now days' company tries to reduction of total lead time and cycle in manufacturing company
through lean philosophy. To browse Academia.edu and the wider internet faster and more securely,
please take a few seconds to upgrade your browser. Based on the gap data a framework will be
developed which integrates all the three methodologies to fill the gap or meet the challenges or
limitations of the above three model. Lean is about doing additional with less: Less time, inventory,
space, people, and money. Lean is one of them it means using only what is necessary. Consequently,
in order to develop an operationalized model for lean manufacturing, the aforementioned bundles
and practices will be discussed with focus on identifying the indicators that can be used in assessing
changes towards lean implementation. Measurement of TQM basic practices Since the ultimate goal
of TQM practices is to achieve zero defects, Motwani (2001) mentioned that the percentage of
defects (TQM1) and the percentage of products needing rework (TQM2) are among the common
quality outcome indicators employed by several researchers. This paper provides the literature survey
on lean tools and lean implementation technique of implementing lean manufacturing. Due to rapidly
changing business environment the organizations are face challenges. If the task does not add value
from the customer’s point of view, it should be modified or eliminated from the process (Andersson
et al., 2006). It is believed that by minimizing waste and zero-value added activities, companies can
reduce production costs and the overall production system will be more efficient (Comm and
Mathaisel, 2005 and Karlsson and Ahlstrom, 1996). The fiercely globalized and competitive markets
of 21st century demand for increasing high variety of products at lowest possible costs, lesser lead
time and high quality. Likewise, Andersson et al. (2006) underscored that the elimination of non-
value-adding elements (waste) is a process of continuous improvement. In this paper, a new model
that links LM with sustainability is proposed and then refined through a cross-sector multiple case
study. The impact of capacity planning when trying to implement jit. Later on lean was formulated
and developed as the solution to the fluctuating and competitive business environment. Regarding
its implementation, Panizzolo (1998) demonstrated that the wide range of lean practices are related
to interventions in the manufacturing area, actions taken in other areas of the firm (design, HR,
strategy, etc.) and relationships with both suppliers and customers. This paper addresses the
implementation of Lean Manufacturing in a small scale production industry. To address this issue,
the concept of machine-material interaction is introduced and a set of requirements for a supportive
methodology to generate the fundamental understanding necessary to realise sustainable process
improvement is developed. However, there are two problematic issues regarding lean manufacturing
have been addressed in several studies. Lean Manufacturing (LM) has been widely perceived by
industry as an answer to these requirements because LM reduces waste without additional
requirements of resources. This conceptualization of lean as multidimensional strategy is supported
by a wide range of researchers (Doolen and Hacker, 2005, Karlsson and Ahlstrom, 1996, Shah and
Ward, 2007 and Papadopoulou and A-zbayrak, 2005). Statement of the problem The above
mentioned issues revealed three confusions surrounding the lean concept in literature, which are (1)
the lack of a consistent definition of lean, (2) the disagreement about the elements that comprise lean
manufacturing and (3) the lack of a measurement tool for assessing changes towards lean
implementation. Download Free PDF View PDF See Full PDF Download PDF Loading Preview
Sorry, preview is currently unavailable. With the focus on customers and their needs, Motwani (2001)
declared that customer service programs should include quick responsiveness to complaints and
maintaining a corporate goal to reduce the quantity of complaints (TQM15). A case study to validate
the proposed methodology has been conducted and proposed CPM metric has been used to assess
the manufacturing leanness. A statistical study is carried out by SPSS software to analyze and
interpret the collected results. Lean manufacturing or lean manufacturing is a manufacturing practice
that emphasizes on the use of resources for work which add value for the end customer. Integrating
lean and sustainable system together can benefit not only to manufacturers and customers, but to the
environment as well. This changing market scenario calls for a new manufacturing that will enable us
to compete in this global competitive market. Sanchez and Perez (2001) cited that the main goal of
lean is to eliminate all activities that do not add value to the product.
In accordance, a variety of surveys conducted in different types of industry (Soriano-Meier and
Forrester, 2002, Bonavia and Marin, 2006, Doolen and Hacker, 2005, Sanchez and Perez, 2001 and
Taj, 2008) proved that lean is widely successful in a variety of industrial sectors. Introduction:
Download Free PDF View PDF Review the influence of lean tools and its performance against the
index of manufacturing sustainability Muhamad Zaki Yusup Lean production is known as a social-
technical management philosophy that encompasses multiple disciplines that focus on increasing the
manufacturing productivity by emphasising on the elimination of waste, and increasing the value-
added activities. The tools and techniques most used for lean Six Sigma in the industry sector are the
value stream mapping, cause and effect diagram and process flow diagram. The 5S process is most
fundamental component of lean philosophy. 5S is the beginning of a productive life for everyone. 5S
system has been developed from Japanese management techniques. An apparel industry was studied
and the bottleneck areas were identified through Value Stream Mapping (VSM). Moreover, Shah
and Ward (2007) underscored that identical items are used to operationalize vastly different concepts
and different items are used to operationalize the same construct. The results clearly demonstrate that
the proposed model is valuable to practitioners and academics and can assist manufacturing
organisations. This eventually brings an enormous benefit for further research in improving the
operational efficiency, in order to remain competitive in dealing with the intense competition in a
global manufacturing environment. A case study to validate the proposed methodology has been
conducted and proposed CPM metric has been used to assess the manufacturing leanness. This paper
also identifies the gaps in current literature and develops an agenda for future research into LSS
themes. Political instability and policy inconsistencies in malaysia. Several researches emphasized the
significant role that suppliers can play when involved in quality improvement programs (Panizzolo,
1998, Shah and Ward, 2007, Papadopoulou and A-zbayrak, 2005 and Motwani, 2003). In addition,
Sanchez and Perez (2001) mentioned the use of common parts (TQM10) to manufacture different
products as a technique used to reduce inventory and lead times as well. Lean concept or lean
manufacturing is a systematic methodology that identifies and eliminates all types of waste or non
value added activities there are components that are considered “waste”. Any organization whether
manufacturing or service oriented, to survive may depend on its ability and continuously
improvement in process. The key findings on benefits, success factors, challenges and common tools
of Six Sigma from the existing literature are also presented in the paper. Similarly, high quality peer-
reviewed journal articles were rated. Lean manufacturing utilizes a wide range of tools and
techniques; the choice of tools is based on the requirement. The paper illustrates principles of lean
principle and the level of lean implementation in the industry. Lean implementation framework
Previous studies concerning lean manufacturing revealed a number of manufacturing practices that
are commonly associated with lean implementation. However, many gaps and limitations need to be
explored in future research as there have been little written on LSS as a holistic strategy for business
improvement. Hence, lean should be described from two points of view; the philosophical
perspective and the practical perspective (Shah and Ward, 2007). Now days' company tries to
reduction of total lead time and cycle in manufacturing company through lean philosophy. Bonavia
and Marin (2006) concluded that there are only few relationships between the degree of use of lean
production practices individually and operational performance (in terms of productivity, quality, lead
time and inventory). Value Stream Mapping (VSM) has the position of finding waste during
manufacturing and business measure which encourage finding and eradicating or stream the worth
added steps. The ultimate goal is to produce perfect value to the customer through an ideal value
creation methodology that has zero waste. However, lean manufacturing provides an environment
that is highly conducive to waste minimization. Download Free PDF View PDF See Full PDF
Download PDF Loading Preview Sorry, preview is currently unavailable. With today's competitive
market, scarcity of raw materials, higher transportation cost, increased global warming, the
integration of lean and sustainable manufacturing systems can facilitate competitive advantage and
profitability that many organizations are aiming for. Several researchers (Karlsson and Ahlstrom,
1996, Comm and Mathaisel, 2005 and Sanchez and Perez, 2001) affirmed that one of the most
fundamental principles of lean is the search for continuous improvement in products and processes.
We also examine some major trends associated with this evolution process, which divert developers
of these tools towards a combination of both specialization and generalization. Bonavia and Marin
(2006), Cua et al. (2001), McKone et al. (1999) and Shah and Ward (2007) highlighted the use of
kanban squares, containers or signals as a means to pull material from an upstream station and
manage product flow. This study identified and synthesized information from academic articles
based on their data analysis techniques, research designs and methods, industry engagements,
geographic locations, university of author affiliation, publishers and year of publication. Bonavia and
Marin (2006) found enough agreement in literature to identify the first three bundles; TQM, JIT and
TPM, while Cua et al. (2001) are of the opinion that human and strategic-oriented practices are
common practices that support all other three bundles. Next, the elements of lean manufacturing and
the practices for lean implementation will be investigated. Literature survey, books and report
analysis contribute to the main preliminary analysis of this study. Download Free PDF View PDF
See Full PDF Download PDF Loading Preview Sorry, preview is currently unavailable. To address
this issue, the concept of machine-material interaction is introduced and a set of requirements for a
supportive methodology to generate the fundamental understanding necessary to realise sustainable
process improvement is developed. Data berasal dari data primer yang diperoleh dari kuesioner dan
wawancara. This management tool helps in visualizing the different wastes generated in the
organization (during the production) and future possibilities of eliminating or reducing them. A
simplified leanness evaluation metric consisting of both efficiency and effectiveness attributes of
manufacturing performance has been developed for continuous evaluation of lean implementation.
As the production-focused approach of process improvement is inherently becoming attractive for
service organizations, we also examine the service orientation of these methods and tools. Download
Free PDF View PDF See Full PDF Download PDF Loading Preview Sorry, preview is currently
unavailable. This work is considered an extension of previous studies by analyzing such interactions
related to the triple bottom-line dimensions of sustainability in condition of lean practices
implementation. The data collected through interviews, questionnaires and secondary source (books,
articles and magazines) that will be used as the basis of information and provide the necessary
clarification for the rationale. In order to enhance suppliers involvement, Sanchez and Perez (2001)
stressed the importance of information exchange with suppliers through conducting visits by
engineers and technicians from both sides and interchanging documents. Lean manufacturing is a
philosophy and a long-term strategy that is applied through a socio-technical system integrating all
functions within the organization with the aim of continuous waste elimination while delivering
outcomes that meet continuously predefined customer value. The results of the implementation of
Lean Manufacturing in different companies have been described. Selection and peer-review under
responsibility of the Organizing Committee of GCMM 2014 ScienceDirect A Review on Lean
Manufacturing Implementation Techniques Sipho Magagula The concept of lean manufacturing was
developed for maximizing the resource utilization through minimization of waste, later on lean was
formulated in response to the fluctuating and competitive business environment. The criteria of this
study are based on two levels: Financial and operational performance. Furthermore, the case study of
(Comm and Mathaisel, 2005) highlighted how maintaining good relationships with suppliers helped
to keep minimum raw material inventories (JIT13). As a result, involvement from all employees
allows companies to better use of its available resources (McKone et al., 1999). This principle
reflects the conceptualization of lean manufacturing as a socio-technical system, since it highlights
the importance of managing social system as well as technical system. Any activity or process that
consumes resources, add cost or time without creating value becomes the target for elimination. The
findings indicate that Six Sigma applications in healthcare have been focused on the entire hospital
with no real focus on a particular department or function. To respond the customer requirement and
increasing customer satisfaction many organization adopted process improving techniques such as
Lean or agile manufacturing. Moreover, participation of suppliers in the design stage (TQM11)
facilitates manufacturing of components they have designed. Comm and Mathaisel (2005) believed
that lean thinking removes the traditional way people think about roles and responsibilities through
remaining focused on the customer and the core competencies that the customer values from an
organization. The flow process or cycle time was enhanced thus minimizing various non value added
actions and times such as bottle necking time, waiting time, material handling time, etc. Download
Free PDF View PDF See Full PDF Download PDF Loading Preview Sorry, preview is currently
unavailable. The company manages a portfolio of more than 290 journals and over 2,350 books and
book series volumes, as well as providing an extensive range of online products and additional
customer resources and services.
The paper explores the literature pertinent to the topic and the necessary tools to carry out this
research, the study used survey questionnaires to gather practitioners and academic opinion aiming at
validating the proposed integrated model, its suitability for manufacturing organisation and
identifying the barriers for successful implementation. Hence, this paper could provide valuable
insights to practitioners. Lean Manufacturing System if studies in Indian context may provide good
opportunity to Indian manufacturers to combat competitive pressure. Keywords: lean, green,
sustainability, operations management Article Classification: Research paper Download Free PDF
View PDF Does lean mean sustainable. Any organization whether manufacturing or service oriented,
to survive may depend on its ability and continuously improvement in process. Thus, lean enterprises
should continuously find ways to eliminate consumption of resources in their struggle to deliver
value to their customers. Accordingly, they considered the percentage of stages in the material flow
that uses pull (JIT6) as a determinant of the change towards this practice. Cua et al. (2001) and
McKone et al. (1999) emphasized the importance of equipment layout to facilitate low inventories
(JIT1) and fast throughput (i. e. shorten lead time (JIT3)). The system helps to organize a workplace
for increased efficiency, decrease waste, optimize quality, improves productivity and more satisfied
customers. Lean principles Lean philosophy is mainly based on the principle of “ eliminating waste”.
Several authors have posited “ lean manufacturing” or “ lean production” as the best possible
production system and one that can be implemented in any industry and any process (Bonavia and
Marin, 2006 and Lee-Mortimer, 2006). To browse Academia.edu and the wider internet faster and
more securely, please take a few seconds to upgrade your browser. The term “ practices” in this
context refers to the predominant methodologies that may include many techniques and tools. It is
one of the fastest-growing sectors of the Indian economy. In addition, the model also shows how
lean dimensions in the manufacturing system relate to eight types of wastes. Upload Read for free
FAQ and support Language (EN) Sign in Skip carousel Carousel Previous Carousel Next What is
Scribd. Hence, lean should be described from two points of view; the philosophical perspective and
the practical perspective (Shah and Ward, 2007). Achieving operational excellence with jit (just in
time). To browse Academia.edu and the wider internet faster and more securely, please take a few
seconds to upgrade your browser. This improvement technique focuses the benefits of Lean
production techniques in various stages of V.M. Auto Parts Pvt. Ltd. and results 6-7% potential cost
saving reduction in cycle time and increase in cycle efficiency is guaranteed. This paper gives the
literature survey on lean tools to apply the lean manufacturing and presents benefits of implementing
lean manufacturing. Hasil penelitian menunjukkan bahwa sub tahapan proses bisnis penghimpunan
DPK yang tidak memiliki nilai tambah adalah waktu tunggu. The percentage of procedures which
are written recorded (TQM12) is the measure used by Sanchez and Perez (2001) and Bonavia and
Marin (2006) to quantify the extent to which the company standardize its operations. Also, the
importance of employees involvement emphasizes the social phase of the lean system as a socio-
technical system. You can download the paper by clicking the button above. This nature of the textile
industry makes implementing lean manufacturing techniques a challenge; hence implementing lean
techniques in a textile industry has been taken up as a challenge. This will help to reduce
inefficiencies and eliminate activities that are not value added (Sanchez and Perez, 2001). This calls
for ways to reduce production cost, enhance productivity and improve product quality. Moreover,
Motwani (2003) and Bhasin (2008) affirmed that total product cycle time (total time that material
spends in the production system) (JIT3) is the best measure for tracking lean progress. In addition,
highlighting many gaps in the current literature and developing an agenda for future research, will
save time and effort for readers looking to research topics within LSS. The data collected through
interviews, questionnaires and secondary source (books, articles and magazines) that will be used as
the basis of information and provide the necessary clarification for the rationale.
This paper addresses the implementation of Lean Manufacturing in a small scale production industry.
The purpose, therefore, is to deploy management practices, tools and routines that help in the
company's processes. Download Free PDF View PDF A Review on Value Stream Mapping to reduce
the Cycle Time of Butterfly Valve International Journal of Scientific Research in Science and
Technology IJSRST To stay in Globalize world, industries essential to reduce the cycle time and
costs in order to improve operating performance and flexibility. Results have shown that 5S can be
applied to the service industry with beneficial effects. The paper proposes an approach which
emphasizes to response customer requirement and increase customer satisfaction. A total of 126
articles were retrieved based on this method and data was retrieved from a set of variables. A number
of techniques are followed to control the overall cost like removing non-productive works. Several
researches emphasized the significant role that suppliers can play when involved in quality
improvement programs (Panizzolo, 1998, Shah and Ward, 2007, Papadopoulou and A-zbayrak, 2005
and Motwani, 2003). To browse Academia.edu and the wider internet faster and more securely,
please take a few seconds to upgrade your browser. It helps to lessen expenses of the producing
products. Lean manufacturing utilizes a wide range of tools and techniques; the choice of tools is
based on the requirement. The unambiguous believe that “ elimination of waste” is the fundamental
goal is affirmed since lean is regularly defined as “ manufacturing without waste”. The paper
explores the literature pertinent to the topic and the necessary tools to carry out this research, the
study used survey questionnaires to gather practitioners and academic opinion aiming at validating
the proposed integrated model, its suitability for manufacturing organisation and identifying the
barriers for successful implementation. Thus, Motwani (2003) mentioned that the value must flow to
the customer without interruptions. The investments consumed by the company by eradicating non
value added production work and time are very important. For performing efficiently with higher
productivity there are so many tools and techniques. The system helps to organize a workplace for
increased efficiency, decrease waste, optimize quality, improves productivity and more satisfied
customers. In addition, Sanchez and Perez (2001) mentioned the use of common parts (TQM10) to
manufacture different products as a technique used to reduce inventory and lead times as well. This
project describes a preliminary study in developing a conceptual model to measure leanness in
manufacturing industry. With the focus on customers and their needs, Motwani (2001) declared that
customer service programs should include quick responsiveness to complaints and maintaining a
corporate goal to reduce the quantity of complaints (TQM15). Obyek penelitian adalah empat model
perbankan syariah yang beroperasi di Indonesia. Sustainable Manufacturing (SM) as a method for
manufacturing that minimises the waste and reduces the environmental impact. Accordingly, they
considered the percentage of stages in the material flow that uses pull (JIT6) as a determinant of the
change towards this practice. Cua et al. (2001) and McKone et al. (1999) emphasized the importance
of equipment layout to facilitate low inventories (JIT1) and fast throughput (i. e. shorten lead time
(JIT3)). The findings show process and equipment, and customer relationship has significant
influence on TBL sustainability performance whereas manufacturing planning and control, human
resources and supplier relationship show. As a result, involvement from all employees allows
companies to better use of its available resources (McKone et al., 1999). This principle reflects the
conceptualization of lean manufacturing as a socio-technical system, since it highlights the
importance of managing social system as well as technical system. In this context, Sanchez and
Perez (2001) highlighted the importance of employees’ involvement and top management support to
create and train improvement teams that lead the organization to move toward zero defects.
Moreover, if continuous flow is not possible (Lummus et al., 2006), the way of scheduling the flow
of material should be pull instead of push (Motwani, 2003 and Dahlgaard and Dahlgaard-Park,
2006). Lean manufacturing and its practices is considered an important way to achieve this goal
through its capability to waste elimination or reduction. In correspondence, the implementation of
the lean program in the case study discussed in (Lee-Mortimer, 2006) proved that lean is not just a
project, it is a long-term continuous journey which is implemented as a sequence of stages or
projects. Integrating lean and sustainable system together can benefit not only to manufacturers and
customers, but to the environment as well.
Therefore, the aims of the study are to examine the effect of lean manufacturing practices towards
firm sustainability performance using Triple-Bottom Line (TBL) approach. Moreover, McKone et al.
(1999) declared that employees are the greatest sources of information for companies to improve
their performance. Later on lean was formulated and developed as the solution to the fluctuating and
competitive business environment. Shah and Ward (2007) suggested that a well-developed lean
strategy implementation will require firms to exert considerable effort along several dimensions
simultaneously. Moreover, the synchronization between production output and market demand helps
company to minimize finished goods inventory (JIT10). Furthermore, since the change towards JIT
production and delivery is made gradually (Sanchez and Perez, 2001), the proportion of products
transferred just-in-time between production stages (JIT15) and that delivered just-in-time by
suppliers (JIT16) should be measured. Table 3. 2 summarizes the indicators developed to assess
changes towards implementing the previously discussed JIT practices. To respond the customer
requirement and increasing customer satisfaction many organization adopted process improving
techniques such as Lean or agile manufacturing. The tools and techniques most used in the health
sector is the cause and effect diagram technique, while the value stream mapping, process flow
diagram and cause and effect diagram are the tools and techniques most used in the service sector.
Due to success of TPS Many companies across the world stated using the same. Several researches
emphasized the significant role that suppliers can play when involved in quality improvement
programs (Panizzolo, 1998, Shah and Ward, 2007, Papadopoulou and A-zbayrak, 2005 and Motwani,
2003). Value should be specified as it is perceived by customers (Andersson et al., 2006 and
Dahlgaard and Dahlgaard-Park, 2006). Penelitian ini bertujuan untuk menganalisis rantai nilai pada
proses bisnis perbankan syariah dan melaksanakan pemodelan kembali proses bisnis penghimpunan
dana pihak ketiga (DPK) untuk meningkatkan kinerja perbankan syariah. In this paper, a new model
that links LM with sustainability is proposed and then refined through a cross-sector multiple case
study. The study revealed that 86 articles were from between 2010-2014 and 2016-2021 of the total
summation of 126 articles published. A total of 209 research papers have been reviewed for the
research contribution, research methodology adopted. You can download the paper by clicking the
button above. This changing market scenario calls for a new manufacturing that will enable us to
compete in this global competitive market. As lean manufacturing eliminates numbers of the
problems associated with poor production and line balancing so particularly suitable for companies
those do not have strong material requirements planning (MRP), production scheduling and
production allocation systems in place. See Full PDF Download PDF About Press Blog People
Papers Topics Job Board We're Hiring. Then, different lean practices are combined into each of these
bundles based on reviewing different research papers regarding lean implementation practices, in
addition to articles that were focused mainly on one of these bundles. Value Stream Mapping
(VSM) has the position of finding waste during manufacturing and business measure which
encourage finding and eradicating or stream the worth added steps. Moreover, Shah and Ward (2007)
underscored that identical items are used to operationalize vastly different concepts and different
items are used to operationalize the same construct. The study objectives were to: determine various
research designs, research methods and data analysis methods that have been adopted to evaluate the
practice of lean manufacturing; evaluate publishers, themes, university of author affiliation
geographic locations, and industry engagement evolving all through the years and to establish
research issues that will inspire research paradigm for future researchers in the discipline of lean
manufacturing. Any activity or process that consumes resources, add cost or time without creating
value becomes the target for elimination. However there is a consensus on the need for the
improvement of business processes as the basis of the competition has moved from cost and quality
to flexibility and responsiveness. Lean manufacturing is plethora of principles that focus on cost
reduction by identifying and eliminating non value added activities. Due to rapid change in business
environment the manufacturing organization are forced to face challenges and complexities in the
competition. We also examine some major trends associated with this evolution process, which divert
developers of these tools towards a combination of both specialization and generalization. Therefore
value adding process is necessary to achieve this perfection; hence implementing a lean
manufacturing system is becoming a part of any type of organizations to sustain. The narrowing
markets, increasing competition and the recent economic crisis all stimulate companies towards
continuous rationalization, cost reduction and increased efficiency to gain some kind of comparative
advantage which creates a basis for the development of methodologies for process improvement.
The impact of capacity planning when trying to implement jit. It is important here to note that the
focus lies on the changes in these indicators, not on their actual values. You can download the paper
by clicking the button above. The paper illustrates principles of lean principle and the level of lean
implementation in the industry. For Later 100% 100% found this document useful, Mark this
document as useful 0% 0% found this document not useful, Mark this document as not useful
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This changing market scenario calls for a new manufacturing that will enable us to compete in this
global competitive market. Therefore, Bhasin and Burcher (2006) claimed that for a successful
implementation, numerous cultural changes are required for embracing empowerment and
disseminating the lean principles through-out the value chain. Recently, Lean six sigma is a business
improvement methodology, which combines tools and techniques from both lean manufacturing and
six sigma, the result, is better quality, optimized process and increase efficiency. This study develops
a simplified leanness evaluation metric considering both efficiency and effectiveness attributes and
integrates it with the lean implementation methodology. Motwani (2003) declared that companies
need to focus on each product and its value stream in order to distinguish between wasted activities
and that actually create value. With today's competitive market, scarcity of raw materials, higher
transportation cost, increased global warming, the integration of lean and sustainable manufacturing
systems can facilitate competitive advantage and profitability that many organizations are aiming for.
The analysis of 19 case studies in the manufacturing sector has resulted in significant benefits cited
in this paper. Download Free PDF View PDF Alina Tenescu, Mirela Teodorescu: Lean
Manufacturing a concept towards a sustainable management. This practice is measured by two
indicators; the frequency of visits between company’s and suppliers’ technicians (TQM13) and the
number of suggestions made to suppliers (TQM14) (Sanchez and Perez, 2001). The findings in this
study are able to be used for future researches in formulating new strategies in managing the
manufacturing operations. Any organization whether manufacturing or service oriented, to survive
may depend on its ability and continuously improvement in process. Visible graphs and panels are
used to gather performance data, to plot different measurements and to identify specific problems
and causes of delay in order to take efforts for resolution (Lee-Mortimer, 2006 and Bonavia and
Marin, 2006). In the same vein, Motwani (2001) recommended monitoring the amount of lateness in
orders delivery as a tool in measuring the spread of delivery time. To do of 58 key research papers
have been reviewed for the research contribution, methodologies, country of research, and date of
publication. Hasil penelitian menunjukkan bahwa sub tahapan proses bisnis penghimpunan DPK yang
tidak memiliki nilai tambah adalah waktu tunggu. Therefore to control cost and waste reduction is
main concerns for maintaining the economy of these industries. It is an applied methodology and
step by step technique that results work tasks in a process to be performed with the least
involvement of non-value adding activities greatly resulting in reduced process time, wait time,
queue time, operation time, move time, administrative time and other delays. The study objectives
were to: determine various research designs, research methods and data analysis methods that have
been adopted to evaluate the practice of lean manufacturing; evaluate publishers, themes, university
of author affiliation geographic locations, and industry engagement evolving all through the years
and to establish research issues that will inspire research paradigm for future researchers in the
discipline of lean manufacturing. The implementation of kaizen resulted in reduction of cycle time
by 48.7%. Download Free PDF View PDF Establish the Value Stream Mapping For Lead Time
Evaluation by Lean Concept Pratik Kikani Toyota started practicing TPS (Toyota Production
System) since 1950 successfully. The tools and techniques most used for lean Six Sigma in the
industry sector are the value stream mapping, cause and effect diagram and process flow diagram.
Focusing on these points Lean Manufacturing tools, a Japanese strategy, is implemented in this
work. Several researchers (Karlsson and Ahlstrom, 1996, Comm and Mathaisel, 2005 and Sanchez
and Perez, 2001) affirmed that one of the most fundamental principles of lean is the search for
continuous improvement in products and processes. The concept of Lean Lean was associated with
the practice of deciphering the value added activities from those that are waste in an organization
and its supply chain (Comm and Mathaisel, 2005). Second, there is conflict in using terms such as
elements, principles, constructs, techniques and practices. In conclusion, table 3. 1 summarizes the
indicators developed to assess changes towards implementing the previously discussed TQM
practices.