Artigo: Performance Measurement and Improvement of Lean Manufacturing Operations: A Leanness Assessment Literature Review for the Product Development Industry
A seguir está replicado o artigo acadêmico publicado por um dos autores do Blog, cujo título é: 'A roadmap for a leanness company to emerge as a true lean organization,' disponível para download no endereço permanente 10.1088/1757-899X/859/1/012017.
Below is replicated the paper published by one of the authors' of this Blog entitled: 'A roadmap for a leanness company to emerge as a true lean organization' available in the permanent link 10.1088/1757-899X/859/1/012017.
Performance Measurement and Improvement of Lean Manufacturing Operations: A Leanness Assessment Literature Review for the Product Development IndustryLeandro Silvério, Luís Gonzaga Trabasso, Marcus Vinicius Pereira PessôaAeronautics Institute of Technology (ITA), Praça Marechal Eduardo Gomes, 50—Vila das Acácias, 12228–900 São José dos Campos/SP – Brazil
leandro.silverio.pereira@gmail.com
Abstract. Today manufacturing sectors are more competitive than before. Thus, to execute an enterprise’s transformation in a company emerging as a lean organization it is crucial to have assessments and performance measurements that observe multiple variables during the lean implementation patch. The objective of this paper is to demonstrate a research method focused on lean performance measurement assessments from previous works, summarizing and organizing the existing evaluation standards in a way to allow different industrial segments to replicate the screening steps for a literature review construction. As a result, the existing lean performance measurements and methods from the last 23 years were refined in order to highlight opportunities and insights for future researches to be developed on the lean field.
1. IntroductionA good manufacturing practice for production assembly can result in better productivity for the whole organization [1]. In order to improve the manufacturing processes of a firm, lean manufacturing (LM) is being adopted by enterprises since the early phases of a project; in a way to allow managers and team leaders to rapidly implement changes on product characteristics or requirements definition [2]. Lean manufacturing also relies on a series of tools and techniques focused on the manufacturing operations, including the product development (PD) industry. These are based on concepts from different applied sciences; likewise, a number of models are implemented for production process optimization to improve its characteristics or attributes from integral and differential calculus, accelerated approach methods, and others. Such applications are found in reordering inventory management points as well as in deterministic and stochastic operation researches, where uncertainties and risks are integrated into the estimates. In other words, lean manufacturing applies a wide variety of engineering and applied science techniques to support organizations on identifying the bottlenecks for the main processes [3]. Many authors have tried to describe the lean ever since it first appeared in the literature [4-11]. In common to all of them are waste elimination and the focus on available resource optimization [12]. According to Morgan and Liker, a lean company (LC) aims for lean practices along the whole lean development process (LDP), not only for the manufacturing shop phases [13,14] and working as a single–piece manufacturing flow [15]. Various methods for an enterprise’s operational performance transformation are comprised under the lean strategy umbrella [16] and researchers have already demonstrated that implementing lean along a product development process (PDP), can support an enterprise to emerge as a lean organization and increase its overall operational results [17-21].
2. BackgroundEach company’s sector has expertise on its own development phases, that way when the process is in progress significant data can be collected [22]. Thus, the system solution shall be considered as a major input for the decision–making process by assessing every development phase, allowing companies and managers to react to changes with countermeasures [23] by attacking the leanness level performance results early in the project, supported by all stakeholders [24]. A leanness level is defined by Vinodh and Chintha [25] as a performance measure of lean operations. Comm and Mathaisel [26] and Bauch [27] also described leanness as a relative measure of whether a company is lean or not. The number of studies in the literature on leanness assessment is low compared to those on lean implementation areas [28] and according to Silvério et al. [29], there is also a lack of self–assessment methods for the leanness definition, associated with a roadmap to provide insights for decision makers.
3. MethodologyIn order to provide insights for future researches on performance measurement and improvement of lean manufacturing operations, a literature review and results classification were performed according to the criteria presented in the work from Silvério et al. [29], where the collected data was synthesized and deployed as per the flowchart presented in the Figure 1. Same flowchart can also be replicated for different industrial segments, serving as a support tool for a literature review construction. 
Figure 1. Research flowchart method (constructed by authors).Similar to other literature review papers, the only restriction was that the reviewed articles were in English [30]. From the assessed studies, over 90 papers, articles, journals, and full thesis from the last 23 years were screened and refined in order to compose a systematic literature review and results classification according to the following criteria, presented in the Table 1 in a chronological sequence.A) Is the model approach a qualitative or quantitative assessment?
B) Does the model have defined indicators?
C) Does the model provide the enterprise’s leanness level?
D) Does the model provide a lean roadmap after the assessment is performed?
4. Results and analysisKarlsson and Ahström [31] presented the first lean assessment model found in the literature in 1996. It consisted of a checklist to determine if a company is adopting lean aspects on its lean journey or not through a set of nine measurable determinants on waste elimination. The model had the purpose of evaluating the manufacturing progress of an enterprise focusing on lean production implementation, and it is based on the lean core principles described in the book “The Machine that Changed the World” by Womack, Jones, and Roos [19], where the term LM was coined by Womack after his visit to Japan, to witness the effectiveness of the Toyota Production System (TPS) [32]. Although the first leanness research was published in 1996, the next leanness study appeared in the literature only four years later in 2000, and was by Detty and Yingling [33]. The authors published a case study focused on quantifying the lean conversion benefits in a manufacturing enterprise. The framework provided recommendations for an existing manufacturing enterprise to become lean based on a discrete event simulation tool supporting managers’ decisions on implementing leanness or not. The operational benefits quantification of each lean principle was considered by the method.From 1996 on, multiple leanness assessment methods, frameworks and LM concepts were published by different authors over the years; including the work from Silvério et al. [29] that was used as results classification and criteria to include/exclude the researches for the literature review analysis and conclusions presented by this study.As a result, this paper compiled various performance measurement and improvement of LM operations in the PD industry. A bibliographic research was conducted to better organize the research problem [34] and the proposed framework from Silvério et al. [29] was used as results classification and criteria to include/exclude the researches for the literature, dividing the selected papers into four categories: qualitative or quantitative assessment model, indicators defined or not, leanness level defined or not and lean roadmap provided or not. As a result, there were (21) qualitative, (16) quantitative and (59) qualitative/quantitative researches among the literature sources. In addition, (91) papers defined indicators and (2) not. For the leanness level definition, (80) researches proposed a leanness level classification and (16) not. Regarding the roadmap being provided after the assessment performed, (42) papers presented a roadmap and (54) not. Thus, from the screened researches it was identified a reduced number of papers focused on lean implementation roadmaps; and a widely range of practical studies on LM implementation practices. In order to reinforce an unifying view of the leanness and roadmap practices concept, we propose the following definition of leanness: ‘Leanness is an overall progress measurement of the lean production in a firm, focused to determinate where the assessed enterprise successfully applies the lean initiatives and where the lean implementation practices must be incorporated or improved, substantiated by successful application cases and models.’
5. ConclusionsAs a conclusion, leanness methods are in a wide range, varying from qualitative/quantitative checklists to multiple complex numerical models. Furthermore, the leanness research field varies and continues to be analyzed in order to possibly compose a standardized process for enterprises emerging as true lean organizations. Thus, the analytical hierarchy process (AHP) can also serve as a reference methodology for future studies to be developed on the leanness performance measurement and improvement of LM operations, as far as by applying AHP in the selected determinants the fundamental aspects could be accurately analyzed in a multi–factor manner [35]. This paper will also serve as insights for future researches and practitioners focused on the new performance measures, tools and methods for the lean operations; and as a practical guidance do be considered by managers and decision makers when selecting a leanness framework to be deployed on their organizations. Moreover, this paper will serve as a screening reference method for conducting a literature review in different industrial segments, as far as it demonstrated to be a useful support tool to organize the existing evaluation standards in a way to allow different industrial segments to replicate the screening steps for a literature review construction, as demonstrated by Figure 1 research flowchart method and Table 1 classification of literature sources framework.
AcknowledgmentsThe author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. The author(s) received no financial support for the research, authorship, and/or publication of this article.
References[1] Fansuri AFH, Rose ANM, Ab. Rashid MFF, Mohamed Nik NMZ and Ahmad H (2018) Productivity Improvement Through Line Balancing at Electronic Company – Case Study. In: International Conference on Manufacturing, Material and Metallurgical Engineering (ICMMME). Kuala Lumpur, Malaysia, 17–19 March 2018. IOP Publishing. DOI: doi.org/10.1088/1757-899X/409/1/012015.[2] Martini LGS and Trabasso LG (2005) Product Strategic Development (PSD) in the Aviation Segment. In: 18th International Congress of Mechanical Engineering. Ouro Preto, Minas Gerais, Brazil, 06–11 November 2005. ABCM.[3] Cordeiro E, Barbosa GF and Trabasso LG (2016) A customized QFD (quality function deployment) applied to management of automation projects. The International Journal of Advanced Manufacturing Technology. DOI: doi.org/10.1007/s00170-016-8626-0.[4] Hines P, Holweg M and Rich N (2004) Learning to Evolve: A Review of Contemporary Lean Thinking. International Journal of Operations & Production Management 24(10): 994–1011. DOI: doi.org/10.1108/01443570410558049.[5] Hines P, Francis M and Found P (2006) Towards lean product lifecycle management: A framework for new product development. Journal of Manufacturing Technology Management 17(7): 866–887. DOI: doi.org/10.1108/17410380610688214.[6] Lewis MA (2000) Lean production and sustainable competitive advantage. International Journal of Operations & Production Management 20(8): 959–978. DOI: doi.org/10.1108/01443570010332971.[7] Possamai O and Ceryno PS (2008) Lean approach applied to product development. Product: Management & Development 6(2): 157–165.[8] Shah R and Ward PT (2007) Defining and developing measures of lean production. Journal of Operations Management 25(4): 785–805. DOI: doi.org/10.1016/j.jom.2007.01.019.[9] Karningsih P, Pangesti AT and Suef M (2019) Lean Assessment Matrix: A Proposed Supporting Tool for Lean Manufacturing Implementation. In: Annual Conference on Industrial and System Engineering (ACISE). Semarang, Central Java, Indonesia, 23–24 April 2019. IOP Publishing. DOI: doi.org/10.1088/1757-899X/598/1/012082.[10] Rojas–Suarez JP, Gómez–Colmenares C and Vergel–Ortega M (2019) Lean six sigma in academic processes. In: V International Conference Days of Applied Mathematics. Barranquilla, Colombia, 15–17 May 2019. IOP Publishing. DOI: doi.org/10.1088/1742-6596/1414/1/012006.[11] Gao T and Gurd B (2019) Organizational issues for the lean success in China: exploring a change strategy for lean success. BMC Health Services Research 19. DOI: doi.org/10.1186/s12913-019-3907-6.[12] Karam A–A, Liviu M, Cristina V, et al. (2018) The contribution of lean manufacturing tools to changeover time decrease in the pharmaceutical industry. A SMED project. Procedia Manufacturing 22: 886–892. DOI: doi.org/10.1016/j.promfg.2018.03.125.[13] Morgan J and Liker J (2006) The Toyota Product Development System. New York, NY: Productivity Press. DOI: doi.org/10.4324/9781482293746.[14] Pessôa MVP and Seering W (2014) Trapped on the waste net: a method for identifying and prioritizing the causes of a corporations low product development performance. In: Proceedings of the 13th international design conference. Dubrovnik, Croatia, 19–22 May 2014. Ed DESIGN.[15] Bonnal P, De Jonghe J and Ferguson J (2006) A deliverable–oriented EVM system suited to a large–scale project. Project Management Journal 37(1): 67–80. DOI: doi.org/10.1177/875697280603700106.[16] Bhasin S (2012) Performance of lean in large organisations. Journal of Manufacturing Systems 31(3): 349–357. DOI: doi.org/10.1016/j.jmsy.2012.04.002.[17] Krafcik JF (1988) Triumph of the lean production system. MIT Sloan Management Review 30(1): 41–52.[18] Ōno T (1988) Toyota Production System: Beyond Large–Scale Production. Boca Raton, FL: CRC Press.[19] Womack JP, Jones DT and Roos D (1991) The Machine that Changed the World. New York: Harper Perennial.[20] Hernandez–Matias JC, Ocampo J, Hidalgo A and Vizan A (2019) Lean manufacturing and operational performance: Interrelationships between human–related lean practices. Journal of Manufacturing Technology Management. DOI: doi.org/10.1108/JMTM-04-2019-0140.[21] Panwar A, Jain R, Rathore APS, Nepal B and Lyons AC (2018) The impact of lean practices on operational performance – an empirical investigation of Indian process industries. Production Planning & Control 29. 158–169. DOI: doi.org/10.1080/09537287.2017.1397788.[22] Negroni Y and Trabasso LG (2009) A Quality Improving Method to Assist the Integrated Product Development Process. In: 17th International Conference on Engineering Design. California, United States, 24–27 August 2009. ICED'09.[23] Borba JCR, Trabasso LG and Pessôa MVP (2019) Agile Management in Product Development. Research–Technology Management. DOI: doi.org/10.1080/08956308.2019.1638488.[24] Branco M, Loureiro G and Trabasso LG (2011) Balancing Value in Complex Systems Development. Advanced Concurrent Engineering. DOI: doi.org/10.1007/978-0-85729-799-0_37.[25] Vinodh S and Chintha SK (2011) Leanness assessment using multi–grade fuzzy approach. International Journal of Production Research 49(2): 431–445. DOI: doi.org/10.1080/00207540903471494.[26] Comm CL and Mathaisel DFX (2005) A case study in applying lean sustainability concepts to universities. International Journal of Sustainability in Higher Education 6(2): 134–146. DOI: doi.org/10.1108/14676370510589855.[27] Bauch C (2004) Lean product development: making waste transparent. Diploma Thesis, Massachusetts Institute of Technology, Cambridge. DOI: doi.org/10.1108/14676370510589855.[28] Narayanamurthy G and Gurumurthy A (2016) Leanness assessment: a literature review. International Journal of Operations & Production Management 36(10): 1115–1160. DOI: doi.org/10.1108/IJOPM-01-2015-0003.[29] Silvério L, Trabasso LG and Pessôa MVP (2019) A Roadmap for a Leanness Company to Emerge as a True Lean Organization. Concurrent Engineering: Research and Applications. 28(1), 3–19. DOI: doi.org/10.1177/1063293X19888259.[30] Pessôa MVP and Jauregui-Becker J (2020) Smart design engineering: a literature review of the impact of the 4th industrial revolution on product design and development. Research in Engineering Design. 175–195. DOI: doi.org/10.1007/s00163-020-00330-z.[31] Karlsson C and Åhlström P (1996) Assessing changes towards lean production. International Journal of Operations & Production Management 16(2): 24–41. DOI: doi.org/10.1108/01443579610109820.[32] Khusaini N, Ismail A and Amirul A (2016) Investigation of the prominent barriers to lean manufacturing implementation in Malaysian food and beverages industry using Rasch Model. In: 2nd International Manufacturing Engineering Conference and 3rd Asia-Pacific Conference on Manufacturing Systems (iMEC-APCOMS). Kuala Lumpur, Malaysia, 12–14 November 2015. IOP Publishing. DOI: doi.org/10.1088/1757-899X/114/1/012090.[33] Detty RB and Yingling JC (2000) Quantifying benefits of conversion to lean manufacturing with discrete event simulation: a case study. International Journal of Production Research 38(2): 429–445. DOI: doi.org/10.1080/002075400189509.[34] Rocha G, Alfredson J, Trabasso LG, Almeida A, Matheus A, Arjoni D and Rodriguez Diaz M (2018) A Roadmap for Assessing Human Factors Influence on Pilot Performance Based on Simulates Flights. In: Conference: 31st Congress of the International Council of the Aeronautical Sciences. Belo Horizonte, Brazil, 09–14 September 2018. ICAS.[35] E Jayamani, DS Perera, KH Soon and MKB Bakri1 (2017) Application of Analytic Hierarchy Process (AHP) in the analysis of the fuel efficiency in the automobile industry with the utilization of Natural Fiber Polymer Composites (NFPC). In: International Conference on Manufacturing, Material and Metallurgical Engineering (ICMMME). Bangkok, Thailand, 17–19 March 2017. IOP Publishing. DOI: doi.org/10.1088/1757-899X/191/1/012004. Author biographies
A seguir está replicado o artigo acadêmico publicado por um dos autores do Blog, cujo título é: 'A roadmap for a leanness company to emerge as a true lean organization,' disponível para download no endereço permanente 10.1088/1757-899X/859/1/012017.
Below is replicated the paper published by one of the authors' of this Blog entitled: 'A roadmap for a leanness company to emerge as a true lean organization' available in the permanent link 10.1088/1757-899X/859/1/012017.
Performance Measurement and Improvement of Lean Manufacturing Operations: A Leanness Assessment Literature Review for the Product Development Industry
Leandro Silvério, Luís Gonzaga Trabasso, Marcus Vinicius Pereira Pessôa
Aeronautics Institute of Technology (ITA), Praça Marechal Eduardo Gomes, 50—Vila das Acácias, 12228–900 São José dos Campos/SP – Brazil
leandro.silverio.pereira@gmail.com
Abstract. Today manufacturing sectors are more competitive than before. Thus, to execute an enterprise’s transformation in a company emerging as a lean organization it is crucial to have assessments and performance measurements that observe multiple variables during the lean implementation patch. The objective of this paper is to demonstrate a research method focused on lean performance measurement assessments from previous works, summarizing and organizing the existing evaluation standards in a way to allow different industrial segments to replicate the screening steps for a literature review construction. As a result, the existing lean performance measurements and methods from the last 23 years were refined in order to highlight opportunities and insights for future researches to be developed on the lean field.
1. Introduction
A good manufacturing practice for production assembly can result in better productivity for the whole organization [1]. In order to improve the manufacturing processes of a firm, lean manufacturing (LM) is being adopted by enterprises since the early phases of a project; in a way to allow managers and team leaders to rapidly implement changes on product characteristics or requirements definition [2]. Lean manufacturing also relies on a series of tools and techniques focused on the manufacturing operations, including the product development (PD) industry. These are based on concepts from different applied sciences; likewise, a number of models are implemented for production process optimization to improve its characteristics or attributes from integral and differential calculus, accelerated approach methods, and others. Such applications are found in reordering inventory management points as well as in deterministic and stochastic operation researches, where uncertainties and risks are integrated into the estimates. In other words, lean manufacturing applies a wide variety of engineering and applied science techniques to support organizations on identifying the bottlenecks for the main processes [3]. Many authors have tried to describe the lean ever since it first appeared in the literature [4-11]. In common to all of them are waste elimination and the focus on available resource optimization [12]. According to Morgan and Liker, a lean company (LC) aims for lean practices along the whole lean development process (LDP), not only for the manufacturing shop phases [13,14] and working as a single–piece manufacturing flow [15]. Various methods for an enterprise’s operational performance transformation are comprised under the lean strategy umbrella [16] and researchers have already demonstrated that implementing lean along a product development process (PDP), can support an enterprise to emerge as a lean organization and increase its overall operational results [17-21].
2. Background
Each company’s sector has expertise on its own development phases, that way when the process is in progress significant data can be collected [22]. Thus, the system solution shall be considered as a major input for the decision–making process by assessing every development phase, allowing companies and managers to react to changes with countermeasures [23] by attacking the leanness level performance results early in the project, supported by all stakeholders [24]. A leanness level is defined by Vinodh and Chintha [25] as a performance measure of lean operations. Comm and Mathaisel [26] and Bauch [27] also described leanness as a relative measure of whether a company is lean or not. The number of studies in the literature on leanness assessment is low compared to those on lean implementation areas [28] and according to Silvério et al. [29], there is also a lack of self–assessment methods for the leanness definition, associated with a roadmap to provide insights for decision makers.
3. Methodology
In order to provide insights for future researches on performance measurement and improvement of lean manufacturing operations, a literature review and results classification were performed according to the criteria presented in the work from Silvério et al. [29], where the collected data was synthesized and deployed as per the flowchart presented in the Figure 1. Same flowchart can also be replicated for different industrial segments, serving as a support tool for a literature review construction.
Figure 1. Research flowchart method (constructed by authors).
Similar to other literature review papers, the only restriction was that the reviewed articles were in English [30]. From the assessed studies, over 90 papers, articles, journals, and full thesis from the last 23 years were screened and refined in order to compose a systematic literature review and results classification according to the following criteria, presented in the Table 1 in a chronological sequence.
A) Is the model approach a qualitative or quantitative assessment?
B) Does the model have defined indicators?
C) Does the model provide the enterprise’s leanness level?
D) Does the model provide a lean roadmap after the assessment is performed?
Karlsson and Ahström [31] presented the first lean assessment model found in the literature in 1996. It consisted of a checklist to determine if a company is adopting lean aspects on its lean journey or not through a set of nine measurable determinants on waste elimination. The model had the purpose of evaluating the manufacturing progress of an enterprise focusing on lean production implementation, and it is based on the lean core principles described in the book “The Machine that Changed the World” by Womack, Jones, and Roos [19], where the term LM was coined by Womack after his visit to Japan, to witness the effectiveness of the Toyota Production System (TPS) [32]. Although the first leanness research was published in 1996, the next leanness study appeared in the literature only four years later in 2000, and was by Detty and Yingling [33]. The authors published a case study focused on quantifying the lean conversion benefits in a manufacturing enterprise. The framework provided recommendations for an existing manufacturing enterprise to become lean based on a discrete event simulation tool supporting managers’ decisions on implementing leanness or not. The operational benefits quantification of each lean principle was considered by the method.
From 1996 on, multiple leanness assessment methods, frameworks and LM concepts were published by different authors over the years; including the work from Silvério et al. [29] that was used as results classification and criteria to include/exclude the researches for the literature review analysis and conclusions presented by this study.
As a result, this paper compiled various performance measurement and improvement of LM operations in the PD industry. A bibliographic research was conducted to better organize the research problem [34] and the proposed framework from Silvério et al. [29] was used as results classification and criteria to include/exclude the researches for the literature, dividing the selected papers into four categories: qualitative or quantitative assessment model, indicators defined or not, leanness level defined or not and lean roadmap provided or not. As a result, there were (21) qualitative, (16) quantitative and (59) qualitative/quantitative researches among the literature sources. In addition, (91) papers defined indicators and (2) not. For the leanness level definition, (80) researches proposed a leanness level classification and (16) not. Regarding the roadmap being provided after the assessment performed, (42) papers presented a roadmap and (54) not. Thus, from the screened researches it was identified a reduced number of papers focused on lean implementation roadmaps; and a widely range of practical studies on LM implementation practices. In order to reinforce an unifying view of the leanness and roadmap practices concept, we propose the following definition of leanness: ‘Leanness is an overall progress measurement of the lean production in a firm, focused to determinate where the assessed enterprise successfully applies the lean initiatives and where the lean implementation practices must be incorporated or improved, substantiated by successful application cases and models.’
5. Conclusions
As a conclusion, leanness methods are in a wide range, varying from qualitative/quantitative checklists to multiple complex numerical models. Furthermore, the leanness research field varies and continues to be analyzed in order to possibly compose a standardized process for enterprises emerging as true lean organizations. Thus, the analytical hierarchy process (AHP) can also serve as a reference methodology for future studies to be developed on the leanness performance measurement and improvement of LM operations, as far as by applying AHP in the selected determinants the fundamental aspects could be accurately analyzed in a multi–factor manner [35]. This paper will also serve as insights for future researches and practitioners focused on the new performance measures, tools and methods for the lean operations; and as a practical guidance do be considered by managers and decision makers when selecting a leanness framework to be deployed on their organizations. Moreover, this paper will serve as a screening reference method for conducting a literature review in different industrial segments, as far as it demonstrated to be a useful support tool to organize the existing evaluation standards in a way to allow different industrial segments to replicate the screening steps for a literature review construction, as demonstrated by Figure 1 research flowchart method and Table 1 classification of literature sources framework.
Acknowledgments
The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. The author(s) received no financial support for the research, authorship, and/or publication of this article.
References
[1] Fansuri AFH, Rose ANM, Ab. Rashid MFF, Mohamed Nik NMZ and Ahmad H (2018) Productivity Improvement Through Line Balancing at Electronic Company – Case Study. In: International Conference on Manufacturing, Material and Metallurgical Engineering (ICMMME). Kuala Lumpur, Malaysia, 17–19 March 2018. IOP Publishing. DOI: doi.org/10.1088/1757-899X/409/1/012015.
[2] Martini LGS and Trabasso LG (2005) Product Strategic Development (PSD) in the Aviation Segment. In: 18th International Congress of Mechanical Engineering. Ouro Preto, Minas Gerais, Brazil, 06–11 November 2005. ABCM.
[3] Cordeiro E, Barbosa GF and Trabasso LG (2016) A customized QFD (quality function deployment) applied to management of automation projects. The International Journal of Advanced Manufacturing Technology. DOI: doi.org/10.1007/s00170-016-8626-0.
[4] Hines P, Holweg M and Rich N (2004) Learning to Evolve: A Review of Contemporary Lean Thinking. International Journal of Operations & Production Management 24(10): 994–1011. DOI: doi.org/10.1108/01443570410558049.
[5] Hines P, Francis M and Found P (2006) Towards lean product lifecycle management: A framework for new product development. Journal of Manufacturing Technology Management 17(7): 866–887. DOI: doi.org/10.1108/17410380610688214.
[6] Lewis MA (2000) Lean production and sustainable competitive advantage. International Journal of Operations & Production Management 20(8): 959–978. DOI: doi.org/10.1108/01443570010332971.
[7] Possamai O and Ceryno PS (2008) Lean approach applied to product development. Product: Management & Development 6(2): 157–165.
[8] Shah R and Ward PT (2007) Defining and developing measures of lean production. Journal of Operations Management 25(4): 785–805. DOI: doi.org/10.1016/j.jom.2007.01.019.
[9] Karningsih P, Pangesti AT and Suef M (2019) Lean Assessment Matrix: A Proposed Supporting Tool for Lean Manufacturing Implementation. In: Annual Conference on Industrial and System Engineering (ACISE). Semarang, Central Java, Indonesia, 23–24 April 2019. IOP Publishing. DOI: doi.org/10.1088/1757-899X/598/1/012082.
[10] Rojas–Suarez JP, Gómez–Colmenares C and Vergel–Ortega M (2019) Lean six sigma in academic processes. In: V International Conference Days of Applied Mathematics. Barranquilla, Colombia, 15–17 May 2019. IOP Publishing. DOI: doi.org/10.1088/1742-6596/1414/1/012006.
[11] Gao T and Gurd B (2019) Organizational issues for the lean success in China: exploring a change strategy for lean success. BMC Health Services Research 19. DOI: doi.org/10.1186/s12913-019-3907-6.
[12] Karam A–A, Liviu M, Cristina V, et al. (2018) The contribution of lean manufacturing tools to changeover time decrease in the pharmaceutical industry. A SMED project. Procedia Manufacturing 22: 886–892. DOI: doi.org/10.1016/j.promfg.2018.03.125.
[13] Morgan J and Liker J (2006) The Toyota Product Development System. New York, NY: Productivity Press. DOI: doi.org/10.4324/9781482293746.
[14] Pessôa MVP and Seering W (2014) Trapped on the waste net: a method for identifying and prioritizing the causes of a corporations low product development performance. In: Proceedings of the 13th international design conference. Dubrovnik, Croatia, 19–22 May 2014. Ed DESIGN.
[15] Bonnal P, De Jonghe J and Ferguson J (2006) A deliverable–oriented EVM system suited to a large–scale project. Project Management Journal 37(1): 67–80. DOI: doi.org/10.1177/875697280603700106.
[16] Bhasin S (2012) Performance of lean in large organisations. Journal of Manufacturing Systems 31(3): 349–357. DOI: doi.org/10.1016/j.jmsy.2012.04.002.
[17] Krafcik JF (1988) Triumph of the lean production system. MIT Sloan Management Review 30(1): 41–52.
[18] Ōno T (1988) Toyota Production System: Beyond Large–Scale Production. Boca Raton, FL: CRC Press.
[19] Womack JP, Jones DT and Roos D (1991) The Machine that Changed the World. New York: Harper Perennial.
[20] Hernandez–Matias JC, Ocampo J, Hidalgo A and Vizan A (2019) Lean manufacturing and operational performance: Interrelationships between human–related lean practices. Journal of Manufacturing Technology Management. DOI: doi.org/10.1108/JMTM-04-2019-0140.
[21] Panwar A, Jain R, Rathore APS, Nepal B and Lyons AC (2018) The impact of lean practices on operational performance – an empirical investigation of Indian process industries. Production Planning & Control 29. 158–169. DOI: doi.org/10.1080/09537287.2017.1397788.
[22] Negroni Y and Trabasso LG (2009) A Quality Improving Method to Assist the Integrated Product Development Process. In: 17th International Conference on Engineering Design. California, United States, 24–27 August 2009. ICED'09.
[23] Borba JCR, Trabasso LG and Pessôa MVP (2019) Agile Management in Product Development. Research–Technology Management. DOI: doi.org/10.1080/08956308.2019.1638488.
[24] Branco M, Loureiro G and Trabasso LG (2011) Balancing Value in Complex Systems Development. Advanced Concurrent Engineering. DOI: doi.org/10.1007/978-0-85729-799-0_37.
[25] Vinodh S and Chintha SK (2011) Leanness assessment using multi–grade fuzzy approach. International Journal of Production Research 49(2): 431–445. DOI: doi.org/10.1080/00207540903471494.
[26] Comm CL and Mathaisel DFX (2005) A case study in applying lean sustainability concepts to universities. International Journal of Sustainability in Higher Education 6(2): 134–146. DOI: doi.org/10.1108/14676370510589855.
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