Relevant bibliographies by topics / Lean erp

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Lean erp'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Lean erp"

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Kong, Pang Chee, and Yusof Daud. "Effectiveness of Enterprise Resource Planning System in Supporting the Lean Manufacturing." Applied Mechanics and Materials 315 (April 2013): 899–904. http://dx.doi.org/10.4028/www.scientific.net/amm.315.899.

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Enterprise Resource Planning (ERP) system is integrated software that linked the functional areas in the organization by using and sharing the database in one platform. The implementation of ERP system in most of the manufacturing plants help in simplifying the production and scheduling system and smoothing the process flow which will lead the organisation towards lean manufacturing environment. Most of the manufacturers do not analyse and review on the effectiveness and implications of the ERP system at the post implementation stage. This study was established to address the impacts of the ERP system in leveraging the lean practices at the shop floor and the recommendations for the continuous improvement initiatives. Data for analysis has been retrieved from in house ERP system and from manual record system of a company that already implemented ERP system. Questionnaires have been distributed to ERP users within Malaysia and Singapore to gain insight the related issue of using ERP system in their company. The study provides evidence on the effectiveness and positive impacts of the ERP system to support manufacturing industries to become more lean and agile. ERP system also effectively to response to the customer requirement and added the value along the supply chain.
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Li, Yu Xian, Mei Hong Liu, and Zi Liang Li. "The Dual Implementation of Lean and ERP in Manufacturing." Advanced Materials Research 591-593 (November 2012): 400–404. http://dx.doi.org/10.4028/www.scientific.net/amr.591-593.400.

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The ‘Push’ of ERP (Enterprise Resource Planning) seems to be contradictory with the ‘Pull’ of Lean manufacturing; actually they have mutual promotion in production. The dual implementation of ERP and Lean is inevitable direction in the enterprise’s development. This paper first explains the difference and interrelation between ERP and Lean Manufacturing, and discusses the mutual promoted effects. Then focus on “how to accomplish the dual implementation?” To answer this question, this paper mainly put forward three points: firstly strength the centralized management of all kinds of data and information in manufacture; then fuse ERP with Kanban; lastly build business process mixed by Pull-based mode and Plan-controlled mode. Through the above methods, ERP links with Lean to boost each other. Thus enable enterprise to gain a competitive advantage in manufacturing.
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Powell, Daryl, Erlend Alfnes, Jan Ola Strandhagen, and Heidi Dreyer. "The concurrent application of lean production and ERP: Towards an ERP-based lean implementation process." Computers in Industry 64, no. 3 (April 2013): 324–35. http://dx.doi.org/10.1016/j.compind.2012.12.002.

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Powell, Daryl. "ERP systems in lean production: new insights from a review of lean and ERP literature." International Journal of Operations & Production Management 33, no. 11/12 (November 11, 2013): 1490–510. http://dx.doi.org/10.1108/ijopm-07-2010-0195.

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Marcinauskas, Elvinas. "RESEARCH OF ERP SYSTEM INTEGRATION INTO LEAN MANUFACTURING." Mokslas - Lietuvos ateitis 13 (March 15, 2021): 1–8. http://dx.doi.org/10.3846/mla.2021.14235.

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Nowadays, the highly competitive market makes industrial companies search for new decisions to improve their competitive advantages. It can be lowering product cost, manufacturing and delivering faster than competitors or being flexible when producing different quantities of different products for different customers. Most popular instruments that help companies to reach previously mentioned competitive advantages are implementing Lean Manufacturing strategies or ERP systems into their production systems. The way of using these systems might become the main indicator of companies’ success in the future. This research aims to create a guideline for integrating ERP system into Lean Manufacturing system. It focuses on the manufacturing companies that are already using such a system and can share their good and bad experiences. To reach this aim, the scientific literature is being analyzed by retrieving the CSFs for such an integration process. Using these CSFs, the relation between them and the positive outcomes of the integration process is established and tested using an online survey. The results of the survey are processed using empirical methods. Moreover, the research methodology for evaluating the ERP system integration into Lean Manufacturing level is established and tested in three case analyses.
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Powell, Daryl, Jan Riezebos, and Jan Ola Strandhagen. "Lean production and ERP systems in small- and medium-sized enterprises: ERP support for pull production." International Journal of Production Research 51, no. 2 (January 15, 2013): 395–409. http://dx.doi.org/10.1080/00207543.2011.645954.

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Chiarini, Andrea, and Emidia Vagnoni. "Strategies for modern operations management." Benchmarking: An International Journal 24, no. 4 (May 2, 2017): 1065–81. http://dx.doi.org/10.1108/bij-11-2015-0115.

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Purpose This research enlarges the debate on the operations management strategies pursued by manufacturing companies. The purpose of this paper is to focus on issues concerning servitisation and customisation, enterprise resource planning (ERP) and Lean-agile, supply chain orchestration, corporate social responsibility (CSR) and Lean for design management. Design/methodology/approach A questionnaire of eight questions which stemmed from a literature review was completed by 152 senior operations managers from 120 large European manufacturing companies. Responses were scaled from strongly agree to strongly disagree. The results were tested for reliability using Cronbach’s α test. The questions were tested through a one-sample t-test. Findings The 152 respondents consider servitisation and standardisation to be a trade-off. They consider integration of ERP strategies with Lean and agile systems and customised products/processes to be difficult. Furthermore, suppliers’ orchestration is considered not that suitable for manufacturing companies and suppliers’ CSR performance measurement excessive. By contrast, a CSR internal performance measurement is helpful for increasing sales. The respondents also indicate that there is a lack of Lean tools for design and development processes and Six Sigma is the only strategy for improving quality performance in design and development processes. Research limitations/implications The findings are applicable only to the manufacturing sector. The findings of this research indicate many avenues of research for scholars. Practical implications The findings can be very useful for manufacturing operations managers deciding their future strategies on operations. Originality/value Findings related to servitisation and customisation, ERP and Lean-agile, supply orchestration for manufacturing companies and Lean and agile for product design are original and open a valuable debate.
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Jituri, Saraswati, Brian Fleck, and Rafiq Ahmad. "Lean OR ERP – A Decision Support System to Satisfy Business Objectives." Procedia CIRP 70 (2018): 422–27. http://dx.doi.org/10.1016/j.procir.2018.02.048.

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Nauhria, Yugal, S. Wadhwa, and Sunil Pandey. "ERP Enabled Lean Six Sigma: A Holistic Approach for Competitive Manufacturing." Global Journal of Flexible Systems Management 10, no. 3 (July 2009): 35–43. http://dx.doi.org/10.1007/bf03396565.

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Houti, Mariam, Laila El Abbadi, and Abdellah Abouabdellah. "CSFs for the Implementation of the Hybrid Lean ERP System. Stakeholders Interactions." Advances in Science, Technology and Engineering Systems Journal 4, no. 6 (2019): 443–47. http://dx.doi.org/10.25046/aj040655.

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Dissertations / Theses on the topic "Lean erp"

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Powell, Daryl. "Investigating ERP Support for Lean Production." Doctoral thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for produksjons- og kvalitetsteknikk, 2012. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-17429.

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This thesis presents work from a three-year PhD project within the research program SFI Norman: Centre for Research-based Innovation – Norwegian Manufacturing Future. SFI Norman is an eight year research program with the vision to develop new and multi-disciplinary research on next-generation manufacturing, and create theories, methods, models, and management tools that enable Norwegian manufacturers to thrive in global competition. SFI Norman has two main research partners – NTNU and SINTEF – and also consists of a number of industrial partners, including Kongsberg Automotive, Benteler Aluminium, and Pipelife Norway. This research project began in 2009 as part of the SFI Norman research area “Demand Driven Value Chains” (DRIVE). After the mid-term evaluation of Norman, the research areas were reclassified, and in 2011 this project became part of the new research area “Operations Management in Norwegian Manufacturing”. A major research topic in this research area is the relationship between lean production and information technology (IT). For example, though the lean principles are nowadays well understood, the relationship between IT and lean production remains a controversial and far less explored topic. Some would even suggest that the two approaches are contradictory in nature, stating that whilst lean is often characterized by decentralized coordination and control, IT is typically best suited to support centralized production planning. This thesis aims to provide illustrative frameworks in order to explore the topic in more detail. Lean production and enterprise resource planning (ERP) systems have for many years been recognised in the scientific literature and industrial trade journals as enablers of world-class manufacturing operations. Though many companies have undertaken the implementation of either or both of these approaches in order to achieve greater competitive advantage; in the traditional sense, IT such as ERP has often been viewed as a contributor to waste within lean production, for example through the generation of excessive data and unnecessary transactions, and by encouraging overproduction and excessive safety stocks, resulting in high inventory levels. However, as the business world changes and competition from low-cost countries increases, new models must be developed which deliver competitive advantage by combining modern-day technological advances with the lean paradigm. This PhD project set out to investigate the “contradictory” nature of ERP systems and lean production. Having first carried out an extensive literature review, it was identified that contrary to the traditional view, there appeared to be a potential synergy to be realised in combining both approaches. Therefore, the support functionality of ERP systems for lean production was subsequently evaluated by closely examining the capabilities of a contemporary ERP system in the context of lean production principles. This work was carried out by applying an action research methodology over a twelve month period at a Norwegian SME located in Trondheim, Norway. The company was involved in a concurrent implementation process – applying both a new ERP system and lean production practices. This resulted in two outcomes for the project – a framework for ERP support for lean production; and a model for an ERP-based lean implementation process. One of the fundamental reasons for the contradictory view of lean and ERP has been the discussion of pull vs. push. Whilst it is common knowledge that lean manufacturing intends to function as a pull system, environments which use ERP- and its associated material requirements planning (MRP) logic have typically been classed as push systems. Therefore, in order to strengthen the validity of this research and to mitigate any bias from the action research, the real-time, participatory research was supplemented by retrospective case study research, and four case studies were carried out in the Netherlands in order to investigate specific ERP support for pull production. This resulted in the development of a capability maturity model (CMM) for ERP support for pull production, which not only identifies the support mechanisms of an ERP system for pull production, but categories them into various levels of maturity. The outcomes of this project have implications to both theory and practice. The results of the investigation indicate a trend towards the combination of lean and ERP in manufacturing organisations. This has led to a number of contributions to theory and to practice. For example, the framework for ERP support for lean production can be used by researchers and practitioners in applying ERP systems and lean production together in order to increase the competitiveness of manufacturing companies. Secondly, the capability maturity model for ERP support for pull production makes a contribution to knowledge in that it identifies the functionality of ERP systems that can be applied to support pull production, and to practice, allowing manufacturers to benchmark the level of integration between its ERP- and pull systems, providing incentives to continuously improve. These contributions suggest a movement away from the traditional viewpoint of the contradictory nature of lean and ERP, and offer a solution to the recurring debate in the scientific literature as to whether or not lean and ERP are complementary technologies. Thirdly, the framework for an ERP-based lean implementation process also contributes to the field of knowledge within lean and ERP, and can be used by practitioners for the concurrent and synergetic application of lean and ERP.
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Gühl, Tomáš. "Vztah ERP systémů a lean principů." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192450.

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This thesis deals with the relation between ERP systems and lean principles. More specifically, the utility of these principles in conjunction with ERP systems for small and medium-sized companies supplied by Czech companies. The basic building block is then practical experience and interviews with experts. That all from both sides of the business relationship (supplier and client). The work does not only evaluate the relationship of mentioned systems and lean principles, or their usefulness in the Czech environment, but also provides complete material for basic awareness regarding these issues and answers to fundamental questions that I (or interviewed experts) choose like interesting. The thesis ends with finding the truth of the basic thesis and recommendations for possible implementation or integration of ERP systems and lean principles.
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Penthin, Stefan. "Integration of lean production and enterprise resource planning in the area of logistics and production operations of automotive OEMs." Thesis, University of Manchester, 2012. https://www.research.manchester.ac.uk/portal/en/theses/integration-of-lean-production-and-enterprise-resource-planning-in-the-area-of-logistics-and-production-operations-of-automotive-oems(c1d8be33-ca1a-4ebc-a4e4-45ce733e1a3c).html.

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This thesis deals with the integration of two apparently conflicting manufacturing improvement concepts; Lean Production (LP) and Enterprise Resource Planning (ERP). On the one hand, Lean Production aims at process excellence with a decisive focus on people, emphasizing standardization, material flow, quality and continuous improvement. On the other hand, Enterprise Resource Planning, largely focuses on Information Technology (IT) in order to improve processes and operations. Referring to these basic underlying paradigms, it appears that there are fundamental differences between these two concepts. Based on a literature review in the field of operations and IS, the thesis identifies major differences, compares strengths and weaknesses and looks for theoretical synergies between the two concepts. In the light of the literature review findings, the thesis suggests a theoretical framework for integrating Lean Production and ERP, which is to be tested during the empirical part of the thesis. The theoretical framework is informed by two basic and partly contradictory assumptions, which could be viewed as contradictory research hypotheses. The first assumption holds that due to the fundamental differences, conflicts between the concepts will prevent the application of an integrated framework combining ERP and LP. The second assumption presumes that there were synergies between ERP and LP, which could be utilizable within the application of an integrated framework combining ERP and LP. Based on a detailed a case study, this research shows that the application of an integrated approach was possible in practice. In particular, the research identifies practical conflicts and shows how they could be overcome. In this respect, the involvement of the company's top management turned out as a major success factor for overcoming general preoccupations of each side's proponents against the other. Moreover, the research identifies practical synergies between the concepts and identifies how they could be utilized in practice. In this context, the case study suggests that, amongst others, the concept of LP benefits from ERP's enterprise wide reach and the concept of ERP benefits from LP's ability to attract top management attention. Moreover, there are several conceptual synergies, which could be revealed after removal of the general preoccupations. Eventually the findings are summarized in a new release of the integration framework between LP and ERP, informed by the empirical findings of this research.
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Djuric, Miroslav. "LEAN ERP SYSTEMS: EXISTENCE AND VIABILITY IN TODAY’S MANUFACTURING INDUSTRY." DigitalCommons@CalPoly, 2009. https://digitalcommons.calpoly.edu/theses/34.

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This thesis evaluates the existence and viability of lean ERP systems in today’s manufacturing industry. Results from the research show that current practitioners of lean – who also utilize ERP systems – do not have a strong enough link between the two to consider their ERP systems, and overall organizations, as being truly lean. Few articles and research papers in today’s body of knowledge contain information on the concept of lean ERP. A survey, sent to numerous industry professionals and posted on lean manufacturing websites, provided the results necessary for statistical analysis. The conclusions obtained from this survey analysis provided a strong foundation for additional, more focused, research of lean ERP systems.
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Kisby, Brian M. (Brian Matthew). "Lean visual management in an ERP/MES-controlled production cell." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/49778.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.
Includes bibliographical references (p. 94).
As a company grows, more and more effort is needed to control and coordinate operations. Typically, this is accomplished through an evolving collection of systems and processes, such as an Enterprise Resource Planning (ERP) system, but such systems also influence how a company does business, reviews performance, and communicates results. Manufacturing Execution Systems (MES) are often used in conjunction with ERP systems to streamline and enable actual manufacturing processes. A third type of system, the visual management system, is used to take production out of the closed, computerized realm and make it open, intuitive, and efficient. Visual Management, as a lean concept, can be a simple and effective means to efficiently regulate inventory levels and production activities. However, when visual management systems are to be embedded within a broader ERP/MES system, certain conditions and support systems are requisite, the absence of which will render the visual management system ineffective, at best, or destructive, at worst. Furthermore, there are fundamental issues around implementing visual management, be it high-tech or low-tech. This thesis will describe a case study of the process to manage the design and implementation of a visual management system, while addressing various stakeholders' needs and refined business objectives. Theories and frameworks of Enterprise Architecting and Change Management are utilized to analyze which functions the visual management system should perform and how to achieve operator buy-in.
by Brian M. Kisby.
S.M.
M.B.A.
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Durmo, Jasmina. "Implementation av affärssystem för produktion - en fallstudie av ett medelstort företag i Sverige." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-15672.

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Det råder hög konkurrens på många olika marknader. Företag har i olika utsträckning implementerat affärssystem för att kunna konkurrera i en allt hårdare miljö med snabbare förändringar. Syftet med denna studie är att identifiera nyckelfaktorer för en lyckad implementering av ERP-, Enterprise Resource Planning, -affärssystem, med fokus på produktionsprocesser inom lean. För den empiriska undersökningen valdes ett svenskt företag som fokuserar på att ytbehandla metallprodukter åt svenska kunder. Komplikationer uppstod för implementering av ERP och implementeringen försenades. Denna studie utreder dessa problem och identifierar nyckelfaktorer för en lyckad ERP implementering. Utöver detta visar denna studie att företagets försening av implementering av ERP beror på komplexa faktorer där företaget inte har lyckats med att bejaka nyckelfaktorer för en lyckad implementering av ett affärssystem. Företaget har påbörjat ERP-implementering utan att ha utfört en adekvat analys av vad affärssystemet kommer att medföra för positiva och negativa effekter samt pga. resursbrist inte kartlagt sina egna produktionsprocesser innan implementering. Studiens huvudsakliga slutsats är att företaget måste ta ett beslut hur de skall fortskrida med implementeringen då det kommer att kosta kapital och extra personal samt utbildning för att affärssystemet skall kunna implementeras och för att företagets produktionsprocesser skall kunna dra maximala fördelar av affärssystemets implementation. Denna studie befäster tidigare resultat angående kritiska nyckelfaktorer och en lyckad implementering av ERP-affärssystem. Utöver detta tillförs välbehövlig kunskap om skräddarsydd ERP-implementering i en svensk kontext. Komplementariteter mellan humana resurser och kritiska nyckelfaktorer har identifierats och analyserats för en lyckad implementering av ERP. Betydelsen av en adekvat kartläggning av flöden och produktionsprocesser före man startar en ERP-implementering har också visats i så väl tidigare forskning men också här i denna studie. Slutligen visas här också att alla delar i företaget, såväl produktion, flödeshantering och humana resurser deltar i ett delikat samspel där inte enbart ERP-affärssystemet skall anpassas till dessa delar men också att det är essentiellt att delarna anpassas för en lyckad ERP-implementering.
Different markets today are highly competitive ones. Firms have in varying degree implemented ERP in order to be able to compete in an increasingly harsh and rapidly changing environment. The purpose of this study has been to identify key factors for a successful implementation of ERP with a focus on production processes within lean. For the empirical study and survey, a Swedish company which focuses on surface-treating metal products. Complications arose with their implementation of a new ERP and the implementation was delayed. This study investigated these problems and identified key factors for successful ERP implementation. Furthermore, this study has shown that the firm’s delay in implementation of ERP has been due to complex factors whereas the company has not been able to comply to key factors for successful implementation and they have started an implementation process without adequate analysis, resources and level of education. This study confirms earlier results regarding critical success factors and a successful implementation of ERP. Furthermore, valuable knowledge on new and customised ERP-software implementation in a Swedish context is added to a growing body of earlier research on ERP-implementation in SMEs. Complementarities between human resources and critical success factors have been identified and analysed for a successful implementation of ERP. The importance of an adequate mapping of flows and production processes before the implementation of ERPs have been shown in earlier research but also here in this study. Finally, this study also shows that all analysed parts of the company; production, supply chain management and human resources participate in an intricate interplay; showing that it is not only essential that the ERP system is adapted to these individual parts but also that these integral parts of the company themselves are adapted to the ERP.
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Albertini, Francesca. "Implementazione di un sistema ERP. Il caso RIBA Composites." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2010. http://amslaurea.unibo.it/921/.

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Riba Composites, azienda specializzata nella lavorazione della fibra di materiali compositi avanzati, si trova in una vantaggiosa situazione di sviluppo e ampliamento del proprio raggio d’azione, e dove le informazioni da gestire sono sempre più numerose. E’ quindi risultato necessario un supporto informativo che gestisca le informazioni. Dal punto di vista produttivo, l’introduzione del sistema informativo ha l’obiettivo di rispondere alle problematiche legate alla gestione dei materiali, sia a livello di materie prime, che di semilavorati e prodotti finiti in modo tale da gestirli con efficienza ed evitando le rotture di stock. L’obiettivo di fondo che Riba vuole perseguire é di crescere e svilupparsi in logica di lean production che, nell’ottica della gestione dei magazzini significa “approvvigionare i materiali solamente nel momento in cui si manifesta un fabbisogno”. Quest’approccio abbandona la attuale logica di pianificazione “a spinta” (push) che prevedeva la programmazione degli approvvigionamenti e la produzione di semilavorati e prodotti finiti attraverso previsioni basate sull’analisi di dati storici o di mercato, e non attraverso gli ordini effettivamente acquisiti su cui si basa la logica di produzione “snella” (pull). L’implementazione di un sistema ERP ha richiesto un’analisi approfondita dell’azienda in cui si opera così come del prodotto finito e del processo produttivo, a tal punto da poter riconoscere le esigenze e le necessità a cui dovrà rispondere il sistema informativo. A questa fase di analisi e raccolta dati segue un momento di assestamento del sistema informativo, in cui solo una parte di articoli viene gestita dal sistema per poter procedere contemporaneamente con la graduale formazione del personale. La durata del progetto in questione è stata stimata di circa 20 mesi, tempo necessario per poter adattare il sistema e le diverse personalizzazioni ad un processo così complesso come la lavorazione della fibra di carbonio. Termine previsto Agosto 2010
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Marques, Dani Marcelo Nonato. "Implantação de um sistema MRP em ambiente de produção enxuta com alta diversidade de componentes e sazonalidade." Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/18/18140/tde-13082008-145750/.

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Nenhum sistema ou lógica específica é a solução para todos os problemas de administração industrial. Desta forma as empresas estão adotando a integração entre lógicas e sistemas, no intuito de atingir melhores soluções. Entre outras miscigenações, as empresas estão buscando unir as lógicas dos MRP com os sistemas de produção enxuta. Portanto o objetivo deste trabalho é modelar a implantação de um sistema MRP (Material Requirement Planning), como parte da implantação de um ERP (Enterprise Resource Planning) em uma empresa produtora de implementos agrícolas, a qual possui o sistema de produção enxuta implantado desde 1998. Esta proposta está fundamentada na teoria da inovação, na teoria de redes, nos sistemas de produção enxuta, nos sistemas ERP (Enterprise Resource Planning) e nos sistemas híbridos de produção, os quais utilizam tanto componentes dos sistemas ERP, como o MRP neste caso, quanto conceitos de sistemas de produção enxuta. O recorte analítico de redes de inovação permite verificar as ligações e os relacionamentos entre empresas e entre os departamentos dentro da mesma corporação. A análise é realizada a partir do projeto de implantação do MRP, passando pela entrada do MRP no ar até a sua estabilização no ambiente produtivo. O ponto principal é que o sistema MRP auxilie as operações da empresa em agilidade no tempo de resposta sobre oscilações de demanda, facilite o processo de criação e controle de filias em outros paises que utilizam componentes produzidos na matriz e garanta cálculos de estoques mais precisos. Como resultado final, apresenta-se a modelagem organizacional feita com a metodologia EKD para representar os atores e os recursos que devem estar envolvidos neste processo de implantação do MRP para a nova configuração do sistema produtivo.
No system or specific logic is the solution to all the problems of industrial management. Thus companies are adopting the integration of logic and systems in order to achieve better solutions. Among other mixtures, companies are seeking to unite with the logics of MRP systems of lean production. So the goal of this paper is to shape the deployment of a system MRP (Material Requeriment Planning), as part of the deployment of an ERP (Enterprise Resource Planning) in a company producing agricultural implements, which has a system of lean production deployed since 1998. This proposal is based on the theory of innovation in the theory of networks, systems of lean production in ERP (Enterprise Resource Planning) systems and hybrids systems, which uses both components of ERP systems such as MRP in this case, as concepts of systems of lean production. The indentation test networks of innovation allows you to check the connections and relationships between companies and between departments within the same corporation. The analysis is performed from the project deployment of MRP, through entry of MRP in the air until its stabilization in the productive environment. The main point that the MRP system assists the company\'s operations in agility in response time for on fluctuations in demand, facilitates the process of creating and controlling filias in other countries that use components produced in the matrix and ensures more accurate calculations of stock. As a final result, it is the modeling organizational made to the methodology EKD to represent the actors and resources that should be involved in this process of implementation of MRP for the new configuration of the production system.
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Dalibor, Berić. "Model informacionog sistema za podršku upravljanju industrijskim preduzećima." Phd thesis, Univerzitet u Novom Sadu, Fakultet tehničkih nauka u Novom Sadu, 2019. https://www.cris.uns.ac.rs/record.jsf?recordId=110609&source=NDLTD&language=en.

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Na osnovu istraživanja u ovoj disertaciji i implemetiranogsoftverskog rešenja za podršku upravljanju industrijskimpreduzećima utvrđeno je da sama implementacija ERP sistema nijedovoljna, i da su potrebni MES sistemi koji pružaju informacije urealnom vremenu koje pomažu da se donese odluka u cilju unapređenjaproizvodnih sistema i omogućuju kontrolu nad svim elementimaproizvodnog procesa, prema osnovnim načelima LEAN proizvodnje iTQM.
Based on the research in this dissertation and implementation оf softwaresolution for support of management of industrial enterprises it was found thatimplementation of ERP systems is not sufficient, and it is necessaryimplementation of MES systems which provide real-time information formaking a decision for improvement of the production system and enablecontrol of all elements of the manufacturing process, according to the basicprinciples of LEAN production and TQM.
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Karlsson, Daniel. "Effektivitetsförlust med ickekompatibla affärssystem : Är Lean ett verktyg för att minskaeffektivitetsförluster även utanför tillverkandeverksamheter?" Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-85091.

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Kandidatuppsatsens huvudsyfte är att undersöka effektivitetsförluster av icke-kompatiblaaffärssystem för att undersöka ifall verksamheter påverkas av effektivitetsförlusten. Detta föratt ytterst ta reda på om effektivitetsförlusterna kan minskas med hjälp av utvalt verktyg blandetablerade Lean-metoder. Utförandet av studien innefattar en litteraturöversikt som behandlaraffärssystem och Lean, en kvalitativ webbenkätundersökning samt en deltagande struktureradobservation för insamling av empiri. Den deltagande strukturerade observationen syftade till attundersöka ifall det gick att använda ett Spagettidiagram som är en etablerad metod inom Leanför att minska rörelser och således effektivitetsförlust, eller slöseri som i kallas inom Lean.Resultaten från undersökningen pekade mot att användarnas upplevelser avaffärssystemen och har viss påverkan på verksamheters effektivitet, givet att användarnaupplever effektivitetsförluster i det arbete de utför. Lean som vanligtvis används inomtillverkande verksamheter, främst bilindustrin där Lean skapades, går att introducera ochanvändas inom andra verksamheter eftersom Lean är en filosofi om hur verksamheter ska arbetaför att minska slöserier, verktygen å andra sidan är inte alltid applicerbara på verksamheter sominte tillverkar varor. Uppsatsen mål med att ta reda på om effektivitetsförlusterna kundeminskas med hjälp av utvalt Lean-verktyg gav inget konkret resultat med avseende på enminskning av effektivitetsförlust.
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Books on the topic "Lean erp"

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Lean performance ERP project management: Implementing the virtual lean enterprise. Boca Raton: Taylor & Francis, 2008.

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Class A ERP implementation: Integrating Lean and six sigma. Boca Raton, FL: J. Ross Publishing, 2005.

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Lean Performance ERP project management: Implementing the virtual supply chain. Boca Raton, Fla: St. Lucie Press, 2002.

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Rüttimann, Bruno G. Transactional Lean: Preparing for the Digitalization Era. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22860-6.

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Lynch, Sarah. Lean, mean and green-- designing farm support programs in a new era. Greenbelt, Md: Henry A. Wallace Institute for Alternative Agriculture, 1994.

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Lefebvre, L. A. Preparing for tomorrow: The business schools' leap into the technological era. Ottawa: Faculty of Administration, 1988.

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Leap of reason: Managing to outcomes in an era of scarcity. Washington, DC: Venture Philanthropy Partners, 2011.

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Laboring to learn: Women's literacy and poverty in the post-welfare era. Urbana: University of Illinois Press, 2008.

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Quint, Edwinus Nicolaas Maria. Limitations of the mean-field description for nuclei in the Pb-Region, observed with the (e,e'p) reaction. [Amsterdam: s.n., 1988.

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The great progression: How Hispanics will lead America to a new era of prosperity. New York: New American Library, 2009.

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Book chapters on the topic "Lean erp"

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Adam, Martin, Johannes Keckeis, Peter Kostenzer, and Heiner Klepzig. "Lean ERP: How ERP Systems and Lean Management Fit Together." In Innovation and Future of Enterprise Information Systems, 13–18. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37021-2_3.

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Powell, Daryl, Erlend Alfnes, Jan Ola Strandhagen, and Heidi Dreyer. "ERP Support for Lean Production." In Advances in Production Management Systems. Value Networks: Innovation, Technologies, and Management, 115–22. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33980-6_14.

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Vijaivargia, Shilpa, and Hemant Kumar Garg. "A Framework of Lean ERP Focusing MSMEs for Sales Management." In Advances in Intelligent Systems and Computing, 683–89. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-2285-3_80.

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Adam, Martin, Stephan Schäffler, and Anna Braun. "How Lean Management Tools are Supported by ERP-Systems: An Overview." In Novel Methods and Technologies for Enterprise Information Systems, 45–52. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-07055-1_5.

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Alaskari, Osama, M. Munir Ahmad, and Ruben Pinedo-Cuenca. "Analysis of the CSFs of Lean Tools and ERP Systems in Improving Manufacturing Performance in SMEs." In Advances in Sustainable and Competitive Manufacturing Systems, 1401–12. Heidelberg: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-00557-7_113.

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Rüttimann, Bruno G. "Implementing the Lean Office." In Transactional Lean: Preparing for the Digitalization Era, 91–100. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22860-6_5.

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Cattaneo, Laura, Monica Rossi, Elisa Negri, Daryl Powell, and Sergio Terzi. "Lean Thinking in the Digital Era." In Product Lifecycle Management and the Industry of the Future, 371–81. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-72905-3_33.

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Rüttimann, Bruno G. "Insights and Prerequisites for Lean Office." In Transactional Lean: Preparing for the Digitalization Era, 11–30. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22860-6_2.

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Rüttimann, Bruno G. "The Office-Adapted Lean Tool System." In Transactional Lean: Preparing for the Digitalization Era, 31–71. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22860-6_3.

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Rüttimann, Bruno G. "Introduction." In Transactional Lean: Preparing for the Digitalization Era, 1–9. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22860-6_1.

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Conference papers on the topic "Lean erp"

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Halgeri, Pritish, Z. J. Pei, Karthik S. Iyer, Kendal Bishop, and Ahmad Shehadeh. "ERP Systems Supporting Lean Manufacturing: A Literature Review." In ASME 2008 International Manufacturing Science and Engineering Conference collocated with the 3rd JSME/ASME International Conference on Materials and Processing. ASMEDC, 2008. http://dx.doi.org/10.1115/msec_icmp2008-72542.

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ERP (Enterprise Resource Planning) and Lean manufacturing are two production control methodologies. ERP systems were once considered as hindrance to Lean manufacturing efforts. The explosive growth of e-business is forcing many companies to revisit where they stand in relation to these two methodologies. Vendors of ERP systems begin to recognize the power and advantages of Lean manufacturing and then explore ways to build Lean-related features into their ERP systems. The main objective of this paper is to answer the question “Can ERP and Lean co-exist?” To accomplish this, the paper first discusses the misconception about ERP and Lean and then summarizes the differences between the two methodologies that led to the misconception. The paper discusses the importance of linking ERP and Lean methods and summarizes some of the key Lean toolsets that are offered in some ERP systems. From a list of ERP vendors offering Lean enabled modules three vendors are discussed in details. They are Oracle, TTW WinMan and Pelion systems.
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Houti, Mariam, Laila El Abbadi, and Abdellah Abouabdellah. "Lean ERP: A hybrid approach Push /Pull." In 2016 3rd International Conference on Logistics Operations Management (GOL). IEEE, 2016. http://dx.doi.org/10.1109/gol.2016.7731702.

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Jha, Rashmi, and Anil Kumar Saini. "An exploratory factor analysis on pragmatic Lean ERP implementation for SMEs." In 2012 2nd IEEE International Conference on Parallel, Distributed and Grid Computing (PDGC). IEEE, 2012. http://dx.doi.org/10.1109/pdgc.2012.6449867.

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Jha, Rashmi, and Anil Kumar Saini. "ERP Redefined: Optimizing Parameters with Lean Six Sigma for Small & Medium Enterprises." In 2011 International Conference on Communication Systems and Network Technologies (CSNT). IEEE, 2011. http://dx.doi.org/10.1109/csnt.2011.147.

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James-Moore, M. "ERP implementation and maintenance in a lean environment (the importance of people and process)." In IET Seminar on Enterprise Integration of Control Systems. IEE, 2006. http://dx.doi.org/10.1049/ic:20060021.

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Kaushik, Sunil, Ashish Bharadwaj, and Vinay Awasthi. "Need for blending Agile Methodologies and Lean thinking for ERP implementation: An industry point of view." In 2015 1st International Conference on Next Generation Computing Technologies (NGCT). IEEE, 2015. http://dx.doi.org/10.1109/ngct.2015.7375221.

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Arico, Piero, Fabio Aloise, and Carlo Giovannella. "ERP Approach: What Could We Learn From?" In 2012 IEEE 12th International Conference on Advanced Learning Technologies (ICALT). IEEE, 2012. http://dx.doi.org/10.1109/icalt.2012.208.

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Hatoum, Makram Bou, Hala Nassereddine, and Fazleena Badurdeen. "Reengineering Construction Processes in the Era of Construction 4.0: A Lean-Based Framework." In 29th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2021. http://dx.doi.org/10.24928/2021/0126.

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Zambrano Chacon, Maria De Los Angeles, Laura Ñúñez García, Diana Sánchez Mellado, Itziar Fernández Ormaechea, Rebeca Armenta Fernández, Teresa Gómez Del Pulgar Murcia, Sandra Pelicano Vizuete, and Felipe Villar Álvarez. "Lean methodology implemented in pneumology hospitalized patients (Neumolean)." In ERS International Congress 2020 abstracts. European Respiratory Society, 2020. http://dx.doi.org/10.1183/13993003.congress-2020.3824.

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Costa, Joana, and Isabel Seruca. "Desenvolvimento de um sistema de informação Lean na EDP Distribuição." In 13ª Conferência da Associação Portuguesa de Sistemas de Informação. Associação Portuguesa de Sistemas de Informação, APSI, 2013. http://dx.doi.org/10.18803/capsi.v13.204-224.

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Reports on the topic "Lean erp"

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Crumley, R. L., J. E. Hardin, R. D. MacDowall, and A. F. Burke. ERC nickel cadium battery performance tests and comparisons with lead-acid batteries. Office of Scientific and Technical Information (OSTI), January 1988. http://dx.doi.org/10.2172/6164760.

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Kliesen, Kevin L., and Richard G. Anderson. How Does the FOMC Learn About Economic Revolutions? Evidence from the New Economy Era, 1994-2001. Federal Reserve Bank of St. Louis, 2011. http://dx.doi.org/10.20955/wp.2011.041.

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Hirst, E. Benefits and costs of small, short-lead-time power plants and demand-site programs in an era of load-growth uncertainty. Office of Scientific and Technical Information (OSTI), March 1989. http://dx.doi.org/10.2172/6013134.

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Douglas, Thomas A., Christopher A. Hiemstra, Stephanie P. Saari, Kevin L. Bjella, Seth W. Campbell, M. Torre Jorgenson, Dana R. N. Brown, and Anna K. Liljedahl. Degrading Permafrost Mapped with Electrical Resistivity Tomography, Airborne Imagery and LiDAR, and Seasonal Thaw Measurements. U.S. Army Engineer Research and Development Center, July 2021. http://dx.doi.org/10.21079/11681/41185.

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Accurate identification of the relationships between permafrost extent and landscape patterns helps develop airborne geophysical or remote sensing tools to map permafrost in remote locations or across large areas. These tools are particularly applicable in discontinuous permafrost where climate warming or disturbances such as human development or fire can lead to rapid permafrost degradation. We linked field-based geophysical, point-scale, and imagery surveying measurements to map permafrost at five fire scars on the Tanana Flats in central Alaska. Ground-based elevation surveys, seasonal thaw-depth profiles, and electrical resistivity tomography (ERT) measurements were combined with airborne imagery and light detection and ranging (LiDAR) to identify relationships between permafrost geomorphology and elapsed time since fire disturbance. ERT was a robust technique for mapping the presence or absence of permafrost because of the marked difference in resistivity values for frozen versus unfrozen material. There was no clear relationship between elapsed time since fire and permafrost extent at our sites. The transition zone boundaries between permafrost soils and unfrozen soils in the collapse-scar bogs at our sites had complex and unpredictable morphologies, suggesting attempts to quantify the presence or absence of permafrost using aerial measurements alone could lead to incomplete results. The results from our study indicated limitations in being able to apply airborne surveying measurements at the landscape scale toward accurately estimating permafrost extent.
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Sayers, Dave, Rui Sousa-Silva, Sviatlana Höhn, Lule Ahmedi, Kais Allkivi-Metsoja, Dimitra Anastasiou, Štefan Beňuš, et al. The Dawn of the Human-Machine Era: A forecast of new and emerging language technologies. Open Science Centre, University of Jyväskylä, May 2021. http://dx.doi.org/10.17011/jyx/reports/20210518/1.

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New language technologies are coming, thanks to the huge and competing private investment fuelling rapid progress; we can either understand and foresee their effects, or be taken by surprise and spend our time trying to catch up. This report scketches out some transformative new technologies that are likely to fundamentally change our use of language. Some of these may feel unrealistically futuristic or far-fetched, but a central purpose of this report - and the wider LITHME network - is to illustrate that these are mostly just the logical development and maturation of technologies currently in prototype. But will everyone benefit from all these shiny new gadgets? Throughout this report we emphasise a range of groups who will be disadvantaged and issues of inequality. Important issues of security and privacy will accompany new language technologies. A further caution is to re-emphasise the current limitations of AI. Looking ahead, we see many intriguing opportunities and new capabilities, but a range of other uncertainties and inequalities. New devices will enable new ways to talk, to translate, to remember, and to learn. But advances in technology will reproduce existing inequalities among those who cannot afford these devices, among the world’s smaller languages, and especially for sign language. Debates over privacy and security will flare and crackle with every new immersive gadget. We will move together into this curious new world with a mix of excitement and apprehension - reacting, debating, sharing and disagreeing as we always do. Plug in, as the human-machine era dawns.
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Herbert, George. How Can Middle-income Countries Improve Their Skills Systems Post- COVID-19? Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/k4d.2021.082.

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Vocational training systems in middle-income countries are going to face multiple challenges in the post-COVID era, notably, challenges related to (1) automation; (2) the transition to a green economy, and (3) demographic pressures. Of these, automation - linked to the burgeoning ‘fourth industrial revolution’ that is set to transform the global economy - represents the most serious challenge and is the only one of the three challenges discussed in any depth in this paper. Whilst estimates of the likely scale of automation in the coming years and decades vary widely, it appears likely that waves of automation will lead to a dramatic decline in many kinds of jobs that largely involve routine, repetitive tasks. These trends pre-date COVID-19, but the disruption caused by the pandemic provides an opportunity to prepare for these challenges by implementing vocational training system reforms as part of the Build Back Better agenda. Reforms to vocational training systems will be crucial to ensuring middle-income countries respond appropriately to accelerating labour market changes. However, they should only form a limited part of that response and need to be integrated with a wide range of other policy measures. Vocational training reform will need to occur in the context of major reforms to basic education in order to ensure that all workers are equipped with the cross-cutting cognitive and socio-emotional skills they will require to perform hard-to-automate tasks and to be able to learn and adapt rapidly in a changing economy. Middle-income countries will also likely need to progressively expand social protection schemes in order to provide a safety net for workers that struggle to adapt to changing labour market requirements.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
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Akasha, Heba, Omid Ghaffarpasand, and Francis Pope. Climate Change and Air Pollution. Institute of Development Studies (IDS), January 2021. http://dx.doi.org/10.19088/k4d.2021.071.

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This rapid literature review explores the interactions between climate change and air pollution, with a focus on human health impacts. In particular, the report explores potential synergies in tackling climate change and air pollution together. The impacts and implications of the transition from a carbon-intensive economy upon air quality and consequently human health are examined. Discussing climate change without air pollution can lead to risks. For example, strategies that focus on electrification and transition to renewable energy achieve maximum health and air quality benefits compared to strategies that focus mainly on combustible renewable fuels (biofuel and biomass) with some electrification. Addressing climate change necessitates a shift towards a new low carbon era. This involves stringent and innovative changes in behaviour, technology, and policy. There are distinct benefits of considering climate change and air pollution together. Many of the processes that cause climate change also cause air pollution, and hence reductions in these processes will generate cleaner air and less global warming. Politically, the consideration of the two issues in tandem can be beneficial because of the time-inconsistency problems of climate change. Air pollution improvements can offer politicians victories, on a useful timescale, to help in their aims of reversing climate change. By coupling air pollution and air pollution agendas together, it will increase the media and political attention both environmental causes receive. Policies should involve the integration of climate change, air quality, and health benefits to create win-win situations. The success of the strategies requires financial and technical capacity building, commitment, transparency, and multidisciplinary collaboration, including governance stakeholders at multiple levels, in both a top-down and bottom-up manner.
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Paynter, Robin A., Celia Fiordalisi, Elizabeth Stoeger, Eileen Erinoff, Robin Featherstone, Christiane Voisin, and Gaelen P. Adam. A Prospective Comparison of Evidence Synthesis Search Strategies Developed With and Without Text-Mining Tools. Agency for Healthcare Research and Quality (AHRQ), March 2021. http://dx.doi.org/10.23970/ahrqepcmethodsprospectivecomparison.

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Background: In an era of explosive growth in biomedical evidence, improving systematic review (SR) search processes is increasingly critical. Text-mining tools (TMTs) are a potentially powerful resource to improve and streamline search strategy development. Two types of TMTs are especially of interest to searchers: word frequency (useful for identifying most used keyword terms, e.g., PubReminer) and clustering (visualizing common themes, e.g., Carrot2). Objectives: The objectives of this study were to compare the benefits and trade-offs of searches with and without the use of TMTs for evidence synthesis products in real world settings. Specific questions included: (1) Do TMTs decrease the time spent developing search strategies? (2) How do TMTs affect the sensitivity and yield of searches? (3) Do TMTs identify groups of records that can be safely excluded in the search evaluation step? (4) Does the complexity of a systematic review topic affect TMT performance? In addition to quantitative data, we collected librarians' comments on their experiences using TMTs to explore when and how these new tools may be useful in systematic review search¬¬ creation. Methods: In this prospective comparative study, we included seven SR projects, and classified them into simple or complex topics. The project librarian used conventional “usual practice” (UP) methods to create the MEDLINE search strategy, while a paired TMT librarian simultaneously and independently created a search strategy using a variety of TMTs. TMT librarians could choose one or more freely available TMTs per category from a pre-selected list in each of three categories: (1) keyword/phrase tools: AntConc, PubReMiner; (2) subject term tools: MeSH on Demand, PubReMiner, Yale MeSH Analyzer; and (3) strategy evaluation tools: Carrot2, VOSviewer. We collected results from both MEDLINE searches (with and without TMTs), coded every citation’s origin (UP or TMT respectively), deduplicated them, and then sent the citation library to the review team for screening. When the draft report was submitted, we used the final list of included citations to calculate the sensitivity, precision, and number-needed-to-read for each search (with and without TMTs). Separately, we tracked the time spent on various aspects of search creation by each librarian. Simple and complex topics were analyzed separately to provide insight into whether TMTs could be more useful for one type of topic or another. Results: Across all reviews, UP searches seemed to perform better than TMT, but because of the small sample size, none of these differences was statistically significant. UP searches were slightly more sensitive (92% [95% confidence intervals (CI) 85–99%]) than TMT searches (84.9% [95% CI 74.4–95.4%]). The mean number-needed-to-read was 83 (SD 34) for UP and 90 (SD 68) for TMT. Keyword and subject term development using TMTs generally took less time than those developed using UP alone. The average total time was 12 hours (SD 8) to create a complete search strategy by UP librarians, and 5 hours (SD 2) for the TMT librarians. TMTs neither affected search evaluation time nor improved identification of exclusion concepts (irrelevant records) that can be safely removed from the search set. Conclusion: Across all reviews but one, TMT searches were less sensitive than UP searches. For simple SR topics (i.e., single indication–single drug), TMT searches were slightly less sensitive, but reduced time spent in search design. For complex SR topics (e.g., multicomponent interventions), TMT searches were less sensitive than UP searches; nevertheless, in complex reviews, they identified unique eligible citations not found by the UP searches. TMT searches also reduced time spent in search strategy development. For all evidence synthesis types, TMT searches may be more efficient in reviews where comprehensiveness is not paramount, or as an adjunct to UP for evidence syntheses, because they can identify unique includable citations. If TMTs were easier to learn and use, their utility would be increased.
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