5s a quality improvement tool for sustainable performance: literature review and directions
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| 1.2 LEAN MANUFACTURING
In 1990s Toyota motor company developed a concept of lean manufacturing after World War II, but its roots emerged from the early days of Ford Motor Company (Henry ford). Lean is an approach for systematic identification and elimination of waste associated with manufacturing systems and services through continuous improvement by flowing the product or service at the pull of customer in pursuit of organizational sustainability (Nash et al., 2006; Radnor, 2011). Lean comprises of management philosophy with a set of tools aimed at eliminating waste, optimizing workflow, reducing cost and improving quality (Koning et al., 2006; Thawesaengskulthai, 2010). Lean Manufacturing is made up of several components like 5S, Kaizen, Kanban, Pull production, Quick changeovers, and Value Stream Mapping (Worley and Doolen, 2006; Mosadeghrad, 2013). Lean initiatives focus on workplace of organization or management. Lean initiatives envisage to achieve highest quality at lowest cost. Lean focuses on identifying effective and efficient movement of tangible and intangibles operations and acts as yardstick of measuring the progress of an organization (Elliott, 2004; Maguad, 2007). Lean manufacturing environment empowers the employees to suggest and make continuous improvements in work areas, process and services to recognize the problems or wastes associated with the system in order to eliminate them (Hemmant, 2005). So it is important to have engagement of all the employees in the lean manufacturing in pursuit of waste elimination. Thus Downloaded by University of Colorado Boulder At 23:40 17 January 2017 (PT) 3 of 45 in lean environment, employees are provided necessary training and skills to make operating decisions and adjustments to their own work (Fullerton and McWatters, 2002). Lean manufacturing also requires leadership that uses the techniques, inspiring the employees to establish the infrastructure that motivates the corrective actions (Womack and Jones, 1996; Bass, 2000). Lean initiatives necessitate the need for strong commitment and leadership in order for any management intervention to succeed (Burton and Boeder, 2003). Chaneski (2009) emphasizes that lean ideas and concept can be applied to all types of industries. tải về 0.69 Mb. Chia sẻ với bạn bè của bạn:
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