Modeling Lean implementation for manufacturing sector

Vikram Sharma · Amit Rai Dixit · Mohammad Asim Qadri

54 citations0/0 files storedJournal of Modelling in Management

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Quality and Supply Management Management and Optimization Techniques Digital Transformation in Industry

Abstract

Purpose The purpose of this research paper is to identify the enablers for Lean implementation in the manufacturing sector, to establish a relationship among them using interpretive structural modeling (ISM) and to rank them using interpretive ranking process (IRP). Design/methodology/approach The research paper presents a blend of theoretical framework and practical applications. In the paper, eight enablers of Lean production are identified from literature survey and experts’ opinion. These include 5S, value stream mapping (VSM), just in time, single minute exchange of die, computer-integrated manufacturing, concurrent engineering, training and enterprise resource planning. ISM is used to obtain a structural relationship among these enablers of Lean. MICMAC analysis is used to identify the driving power and dependence of the variables. Further, IRP is used to rank the lean enablers with respect to key performance areas. Findings The ISM- and IRP-based models indicate that “training” is the most significant factor for the Lean implementation process in manufacturing sector. The MICMAC analysis also shows that “training” has the maximum driving power and the least dependence and hence has strong managerial significance. The management should place high priority on tackling this criterion. VSM occupies the top level in the ISM hierarchy, indicating that all other Lean enablers should act in unison to make VSM implementation a success. Originality/value Enablers are the building blocks for deployment of the Lean concept. To know the key enablers and relationship among them can help many organizations to develop Lean competencies. This study is perhaps among the first few that focuses on two modeling procedures based on interpretive logic, i.e. ISM and IRP. The paper provides useful insights to the Lean production implementers, consultants and researchers.

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References

1994Vendor Selection Using Interpretive Structural Modelling (ISM)2005Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach 2005The Benefits of Lean Manufacturing 2001Lean indicators and manufacturing strategies 2010Lean principles, learning, and knowledge work: Evidence from a software services provider 2005IT‐enablement of supply chains: understanding the barriers 2005A review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers 2008Measuring the leanness of manufacturing systems—A case study of Ford Motor Company and General Motors

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