Analyzing the Implementation of Lean Methodologies and Practices in the Portuguese Industry: A Survey

The impact of lean production on operational performance: a case study

Purpose

This paper aims to investigate the impact of adopting lean manufacturing principles on operational efficiency by eliminating seven major lean wastes (or Muda) in a Malaysian stationery manufacturer. Much of the research on lean considers its application to larger organisations with stable demand patterns. This research examines a small- and medium-sized enterprise (SME) with a volatile demand pattern.

Design/methodology/approach

A process activity mapping (PAM) methodology was utilized to identify the potential for waste elimination. PAM is a visual tool that considers every step in a production process. Value-added and non-value-added activities are therefore examined to understand hidden wastes and their sources.

Findings

The results revealed that the adopted lean principles significantly reduce the waiting times. This time reduction resulted in savings (reduction of cycle time) and to a certain extent, can be a crucial driver in continuous improvement sustainability in the production process.

Research limitations/implications

The study focuses on a single case study and provides a springboard for further research. Future studies examining the results across a broader sample of organisations would develop the findings further.

Practical implications

The extant literature cites mixed success for lean implementation programmes. The results demonstrate that lean is still recognised as a powerful approach to improving operations in SMEs.

Originality/value

This paper reflects on the application of lean in a real case study showing the impact of lean on operational performance of an SME.

Lean Optimization Techniques for Improvement of Production Flows and Logistics Management: The Case Study of a Fruits Distribution Center

The organizations of horticultural producers and, particularly, those that deal with extremely perishable endogenous fruits, such as peaches and cherries, have a greater need to optimize production flows and processes. A particularity of the horticultural industry is the short shelf life of raw materials and the seasonality of products. In this paper, optimization techniques are used to improve the production flows and the management of cold storage and distribution in a fruit central. The application of Lean tools allowed reducing the cycle time by 4.37 min and the lead time by 7.10 min of the whole process, i.e., a reduction of 35.5% and 10.6% of the cycle time and lead time, respectively, excluding the cold conservation operation. The study shows that it is possible to reduce, or even eliminate, waste throughout the process, reduce unnecessary movement, adapt the layout, maximize workspace, and level stocks, as well as greater supplier involvement in a continuous improvement approach. This approach can be outlined as a good practice for the optimization of productive flows and management logistics that may benefit productivity, energy efficiency, human resources distribution, food quality, and reduce food waste.

The Challenges of Lean Transformation and Implementation in the Manufacturing Sector

In this study we explored the challenges involved in Lean Transformation and implementation in the manufacturing sector. Using survey data from 50 North American manufacturing organizations, we examined the challenges involved in implementing and sustaining Lean Manufacturing (LM) principles and practices in production processes. The fuzzy analytic hierarchy process (FAHP) and the fuzzy analytic network process (FANP) were used to rank the considerable challenges observed in these organizations. We concluded that the need for a change in organizational culture was the major barrier to Lean implementation. It is challenging to sustain Lean without a culture shift and a clear direction set by the organization’s leadership team. The originality of the paper relates to prioritizing the cultural aspects of organizations as a major barrier to LM implementation. Other challenges encountered during Lean implementation in the manufacturing industries were related to management support, technical knowledge, and employee resistance to change. Early identification of these challenges enables companies to question their capabilities before implementing the Lean philosophy. In this study we used results obtained from 50 manufacturing companies in North America, representing a subset of manufacturing organizations. As a result, it must be interpreted based on the data acquisition method and the study’s sample size.