Effect of Lean Principles on Organizational Efficiency

Article Preview

Abstract:

In India, the manufacturing sector is striving hard to generate revenues and this is ongoing for the last one decade. This aspect of generating funds is dependent on two major factors i.e. reduction in product manufacturing cost, and enhancing the product quality to satisfy the customer needs. The production cost can be reduced by improving the design and through incorporating the newest version of materials. The improved version of materials will positively add value to the product quality and thereby attract the customers. On the other hand, the product quality can increased through application of systematic and statistical data analysis tool especially Lean, Six Sigma, SCM, JIT, TPM etc. in the manufacturing sector. This may further results in high labour efficiency. The paper comprises of literature review of published paper in various reputed journals on the concept of Lean manufacturing. "Lean" is a production process which encompasses the expenditure of all the resources to accomplish a goal and creating of value to end customer through eliminate the wastes. The paper reveals that the goal of Lean is creation and maintenance of a production system, which runs repetitively, day after day, week after week in a manner identical to the precious time period. The continuous and smooth flow, earlier delivery, reduced cost and better design are the outcomes of the systems.

You might also be interested in these eBooks

Info:

Periodical:

Pages:

2613-2618

Citation:

Online since:

July 2014

Export:

Price:

* - Corresponding Author

[1] P. Achanga, E. Shehab, R. Roy, G. Nelder, Critical success factors for lean implementation within SMEs, Journal of Manufacturing Technology Management, 17: 4 (2006) 460-471.

DOI: 10.1108/17410380610662889

Google Scholar

[2] P. Ahlstrom, Sequences in the Implementation of Lean Production, European Management Journa, 16: 3 (1998) 327–334.

Google Scholar

[3] G. Anand, R. Kodali, Development of a framework for lean manufacturing systems, International Journal of Services and Operations Management, 5: 5 (2009) 687-716.

DOI: 10.1504/ijsom.2009.025121

Google Scholar

[4] S. Bhasin, P. Burcher, Lean viewed as a philosophy, Journal of Manufacturing Technology Management, 17: 1 (2006) 56-72.

DOI: 10.1108/17410380610639506

Google Scholar

[5] M.L. Emiliani, D.J. Stec, D. J., Leaders lost in transformation, Leadership & Organization Development Journal, 26: 5 (2005) 370-387.

DOI: 10.1108/01437730510607862

Google Scholar

[6] S. Gulyani, Effect of poor transportation on Lean Production and Industrial clustering: Evidence from the Indian Auto Industry, World Development, 29: 7 (2001) 1157-1177.

DOI: 10.1016/s0305-750x(01)00028-6

Google Scholar

[7] Information on http: /www. examplecg. com/services/lean_sixsigma. htm.

Google Scholar

[8] P. Hines, M. Holweg, N. Rich, Learning to evolve: a review of contemporary lean thinking, International Journal of Operation Management, 24 (2004) 994–1011.

DOI: 10.1108/01443570410558049

Google Scholar

[9] F.A. Moayed, R.L. Shell, Methodology and theory comparison and evaluation of maintenance operations in lean versus non-lean production, Journal of Quality in Maintenance Engineering, 15: 3 (2009) 285-296.

DOI: 10.1108/13552510910983224

Google Scholar

[10] A.B. Moriones, A.B. Pintado, J.M. Cerio, 5S use in manufacturing plants: contextual factors and impact on operating performance, International Journal of Quality & Reliability Management, 27 (2010) 217-230.

DOI: 10.1108/02656711011014320

Google Scholar

[11] S.J. Pavnaskar, J.K. Gershenson, A.B. Jambekar, Classification scheme for lean manufacturing tools, International Journal of Production Research, 41: 13 (2003) 3075–3090.

DOI: 10.1080/0020754021000049817

Google Scholar

[12] J. Olivella, L. Cuatrecasas, N. Gavilan, Work organization practices for lean production, Journal of Manufacturing Technology Management, 19: 7 (2008) 798-811.

DOI: 10.1108/17410380810898750

Google Scholar

[13] D. Rajenthirakumar, P.V. Mohanram, S.G. Harikarthik, Process Cycle Efficiency Improvement Through Lean: A Case Study, International Journal of Lean Thinking, 2: 1 (2011) 46-58.

Google Scholar

[14] D. Rizzardo, R. Brooks, Understanding Lean Manufacturing, Maryland Technology Enterprise Institute, (2003).

Google Scholar

[15] A.K. Sahoo, N.K. Singh, R. Shankar, M.K. Tiwari, Lean philosophy: implementation in a forging company, International Journal of Advance Manufacturing Technology, 36 (2008) 451–462.

DOI: 10.1007/s00170-006-0870-2

Google Scholar

[16] A.M. Sanchez, M. Perez, Lean indicators and manufacturing strategies, International Journal of Operations & Production Management, 21: 11 (2001) 1433-1451.

Google Scholar

[17] R. Shah, P.T. Ward, Lean manufacturing: Context, practice bundles, and performance, Journal of Operations Management, 21 (2007) 129-149.

DOI: 10.1016/s0272-6963(02)00108-0

Google Scholar

[18] K. Suzaki, The New Manufacturing Challenge: Techniques for Continuous Improvement, Free Press, New York, NY, (1987).

Google Scholar

[19] H.J. Warnecke, M. Huser, Lean production, International Journal of Production Economics, Vol. 41 (195) 37-43.

Google Scholar

[20] J.P. Womack, D.T. Jones, D. Roos, The Machine That Changed the World, Harper Perennial, New York, (1990).

Google Scholar

[21] J.P. Womack, D.T. Jones, Lean Thinking, Simon & Schuster, New York, NY, (1996).

Google Scholar

[22] G. Zapfel, Customer-order-driven production: An economical concept for responding to demand uncertainty?, International Journal of Production Economics, 57 (1998) 699-709.

DOI: 10.1016/s0925-5273(97)00080-7

Google Scholar