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Relevant bibliographies by topics / Lean manufacturing

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Journal articles
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Academic literature on the topic 'Lean manufacturing'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 June 2025

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Journal articles on the topic "Lean manufacturing"

1

Osagie, S. "Lean everywhere [lean manufacturing]." Engineering & Technology 4, no. 4 (2009): 66–67. http://dx.doi.org/10.1049/et.2009.0415.

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Litvaj, Ivan. "Lean management, lean principles, lean manufacturing." Technológ 15, no. 1 (2023): 69–71. http://dx.doi.org/10.26552/tech.c.2023.1.12.

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My article is focused on one main topic, the topic of lean management. I describe lean management in the article, in basic definitions, principles, and contexts. I do not deal in detail with individual elements and aspects of lean management in the article, because that was not the goal of the article. I define lean management, and its meaning in business practice, further I describe the principles of lean management and lean production.

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Morais, Adrisio Lucas de, and Ramilio Ramalho Reis Filho. "LEAN MANUFACTURING." Revista Interface Tecnológica 17, no. 2 (2020): 767–79. http://dx.doi.org/10.31510/infa.v17i2.1000.

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Este artigo trata da implementação dos conceitos da filosofia Lean Manufacturing em uma empresa de fabricação de implementos agrícolas que passou por grandes mudanças desde o custo do produto até a capacidade fabril de produção, otimizando sua eficiência produtiva. O objetivo foi identificar através do mapeamento de fluxo os principais desperdícios e aplicar as melhorias possíveis, visto que atualmente uma empresa para se manter competitiva precisa eliminar ou reduzir ao máximo todos os desperdícios que não gera valor para o cliente. Neste trabalho o objetivo inicial é mostrar o quanto as ferramentas de lean pode trazer retornos para as empresas. No decorrer, foram analisados os impactos que a implantação poderia causar em toda empresa, respeitando as regras já implantadas nos demais setores. Após realizados todos os trabalhos foi possível realizar medições baseadas no antes e depois considerando o novo setor para mostrar a eficácia do projeto.

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Hogg, Terence M. "Lean Manufacturing." Human Systems Management 12, no. 1 (1993): 35–40. http://dx.doi.org/10.3233/hsm-1993-12106.

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Harris, A. "Lessons in lean [lean manufacturing]." Manufacturing Engineer 83, no. 5 (2004): 16–19. http://dx.doi.org/10.1049/me:20040503.

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Parry, G. "Joined up lean [lean manufacturing]." Manufacturing Engineer 84, no. 5 (2005): 44–47. http://dx.doi.org/10.1049/me:20050510.

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Banáš, Daniel, and Henrieta Hrablik Chovanová. "Agile Manufacturing vs. Lean Manufacturing." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 31, no. 52 (2023): 58–67. http://dx.doi.org/10.2478/rput-2023-0007.

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Abstract The aim of this paper is to describe characteristics of agile manufacturing and analyse the needs and benefits of agile manufacturing under the conditions of uncertainty and market turbulence. It also describes four main changes in the production environment which were implemented thanks to agile methods, and compares the lean and agile manufacturing, while describing their intersections and differences in achieving the set goals. The conclusion summarises the advantages and identified benefits suitable for organizations after implementation of agile manufacturing, as those are the important facts that can play a significant role in the survival and re-establishment of balance in the periods of uncertainty.

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Ross, A., and D. Francis. "Lean is not enough [lean manufacturing]." Manufacturing Engineer 82, no. 4 (2003): 14–17. http://dx.doi.org/10.1049/me:20030402.

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Venables, M. "Boeing: going for lean [lean manufacturing]." Manufacturing Engineer 84, no. 4 (2005): 26–31. http://dx.doi.org/10.1049/me:20050404.

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Venables, M. "Lean fighting machine [helicopter lean manufacturing]." Manufacturing Engineer 85, no. 3 (2006): 12–17. http://dx.doi.org/10.1049/me:20060302.

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Dissertations / Theses on the topic "Lean manufacturing"

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Gausman, Christian. "Implementing lean manufacturing and design for manufacturing concepts in a job shop manufacturing environment." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009gausmanc.pdf.

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Tinoco, Juan C. "Implementation of lean manufacturing." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004tinocoj.pdf.

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Gunnarsson, Marcus, and Linus Paulsson. "Continuous Improvements towards lean manufacturing." Thesis, Växjö universitet, Institutionen för teknik och design, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-243.

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Konkurrenssituationen för dagens tillverkande företag har blivit allt hårdare, nya krav på högre kvalitet och lägre produktionskostnader krävs för att överleva på marknaden. Ett företag som slutar att utvecklas kommer snart att upptäcka att de inte är tillräckligt bra, Bergman & Klefsjö (2001). Detta påstående är allmänt känt, vilket gör att ständiga förbättringar blir en viktig hörnsten inom produktionsfilosofier såsom Lean Manufacturing och Toyota Production System. Ständiga förbättringar är en väldigt viktig aktivitet som ett företag inte kan lyckas med över en natt, problem med både implementation och bibehållande av ett ständigt förbättringsprogram kommer att dyka upp. Det existerar ett stort antal artiklar och böcker om hur man skall klara av dessa svårigheter och lyckas med ett förbättringsprogram, men det saknas bra modeller. Magisteruppsatsen tar upp de faktorer som är viktiga inom förbättringsarbete och en modell föreslås. Denna modell innehåller följande delar: ledningsengagemang, utbildning, design, kommunikation och feedback, mätningar och benchmarking, belöning, klara mål, samt förnyelse. En undersökning utvecklades baserad på modellen och utfördes sedan på sju företag inom Swedwood-koncernen (en av världens största möbeltillverkare) och två svenska företag; ITT Flygt AB och Autoliv Sverige AB. Syftet med undersökningen var att kartlägga hur vardera företag arbetar med de olika delarna i modellen idag; samt hitta bra sätt att arbeta på, s.k. good practice. Undersökningen var indelad i tre delar; först intervju med anställda inom ledningen, därefter en enkätundersökning med ledning respektive operatörer. Undersökningen verifierade de flesta delar av modellen och kan användas för att belysa de delar inom en organisation som behöver förbättras för att lyckas med ett förbättringsprogram. Då företagen kartlades hittades ett antal good practice: 1. Traditionell utbildningsteknik kan alterneras med spel för att öka motivation och förståelse. 2. Mätningar och benchmarking inom ständiga förbättringar skall utföras så att utvecklingen av ett förbättringsprogram kan följas. 3. Eftersom belöning är en av de viktigaste motivationsfaktorerna för operatörer är det väldigt viktigt att definiera och strukturera ett belöningssystem. Genom att lägga ner tid och arbete på att visa och informera de anställda om systemet vill man skapa en allmän kunskap inom företaget. 4. Inom ett förbättringsprogram är det väldigt viktigt med en snabb feedback. 5. De flesta av fallföretagen använder sig av ett individuellt förbättringsprogram. Teamwork rekommenderas eftersom en grupp av individer kan åstadkomma mer tillsammans än individuellt.<br>The competition within the manufacturing branch becomes harder and harder, and demands such as higher quality and lower production costs has to be attained to stay on the market. A company who stops becoming better, will soon end up just not being good enough, Bergman & Klefsjö (2001). This is a statement commonly known and therefore Continuous Improvement (CI) is one of the cornerstones within production philosophies such as Lean Manufacturing and Toyota Production System. CI is a very important activity but will not be something that a company acquires over a night, and there will be problems both with the implementation and the long-term sustainability of the programme. There exists a large number of articles and books of how to overcome these difficulties and draw up a successful Continuous Improvement Programme (CIP), but there is a lack of good models. In this thesis the factors that are important for CI work are emphasized and a model is suggested. The model includes the following constituents; Management commitment, education, design, communication and feedback, measurements and benchmarking, recognition, clear goals, and regeneration. A survey based on the model was constructed and performed at seven companies within the Swedwood group (one of the world’s biggest furniture manufacturers) and two Swedish companies; ITT Flygt AB and Autoliv Sverige AB. The intention was to map the case companies’ present work within the constituents of the model and to find good practice. The survey was divided into three parts; first interviews with the management and then questionnaires to both management and operators. The survey verified many parts of the suggested model, and can be used with the intention to highlight which area of the organisation that needs to be improved in order to run a successful CIP. During the mapping of the case companies some good practice was found: 1. Traditional education technique can be mixed with games to increase motivation and understanding. 2. In order to follow the progress with a CIP, CI has to be measured and benchmarked. 3. Recognition is one of the most important motivation factors for operators. Therefore it is important to define and structure the recognition system and make a real effort to show and inform employees about the recognition given, so that this will become common knowledge. 4. It is of great importance that there is a rapid feedback within a CIP. 5. Most of the case companies have implemented an individual CIP, teamwork is advocated as a group of individuals can achieve more together than working separately.

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Palanna, Namita. "Lean manufacturing and six sigma." Full text available, 2004. http://images.lib.monash.edu.au/ts/theses/palanna.pdf.

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Stec, David J. (David Joseph) 1968. "Performance measures for lean manufacturing." Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/9887.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 1998.<br>Includes bibliographical references (p. 83-84).<br>by David J. Stec.<br>M.B.A.<br>S.M.

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Bergmiller, Gary G. "Lean manufacturers transcendence to green manufacturing : correlating the diffusion of lean and green manufacturing systems." [Tampa, Fla] : University of South Florida, 2006. http://purl.fcla.edu/usf/dc/et/SFE0001847.

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Olson, Dana Marc. "Implementing lean manufacturing tools in a small manufacturing environment." Menomonie, WI : University of Wisconsin--Stout, 2004. http://www.uwstout.edu/lib/thesis/2004/2004olsond.pdf.

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Matuszewski, Matthew J. (Matthew Joseph). "Implementation of lean manufacturing in a remote manufacturing facility." Thesis, Massachusetts Institute of Technology, 1993. http://hdl.handle.net/1721.1/12383.

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Flinchbaugh, Jamie. "Implementing lean manufacturing through factory design." Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/9991.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management; and, Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 1998.<br>Includes bibliographical references (leaves 118-127).<br>by Jamie W. Flinchbaugh.<br>M.S.

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Sullivan, Brian G. (Brian Gerald). "Rapid quality feedback through lean manufacturing." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/43473.

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Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 1997, and Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 1997.<br>Includes bibliographical references (49 leaves).<br>by Brian G. Sullivan.<br>M.B.A.<br>M.S.

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Books on the topic "Lean manufacturing"

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Feld, William M. Lean Manufacturing. Taylor and Francis, 2000.

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Singh, Akhilesh N. Lean manufacturing: Principles to practice. Published and marketed by L.B. Associates in association with Lean Solutions, Indirapuram, 2010.

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Mathiyazhagan, Kaliyan, K. E. K. Vimal, Harish Kumar, Anbanandam Ramesh, and Vernika Agarwal, eds. Lean and Green Manufacturing. Springer Singapore, 2022. http://dx.doi.org/10.1007/978-981-16-5551-7.

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Bhasin, Sanjay. Lean Management Beyond Manufacturing. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17410-5.

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Davim, J. Paulo, ed. Progress in Lean Manufacturing. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-73648-8.

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Semanc̆o, Pavol, and Vladimír Modrák. Handbook of research on design and management of lean production systems. Business Science Reference, an imprint of IGI Global, 2014.

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Díaz-Reza, José Roberto, Jorge Luis García Alcaraz, and Adrián Salvador Morales García. Best Practices in Lean Manufacturing. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-97752-8.

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Chen, Tin-Chih Toly, and Yi-Chi Wang. Artificial Intelligence and Lean Manufacturing. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-04583-7.

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Chen, Tin-Chih Toly, and Yi-Chi Wang. Artificial Intelligence and Lean Manufacturing. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-04583-7.

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Wilson, Lonnie. How to implement lean manufacturing. McGraw-Hill, 2009.

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Book chapters on the topic "Lean manufacturing"

1

Hosseini, Ali, Hossam A. Kishawy, and Hussein M. Hussein. "Lean Manufacturing." In Materials Forming, Machining and Tribology. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-20152-8_8.

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Russell-Walling, Edward. "Lean Manufacturing." In 50 Schlüsselideen Management. Spektrum Akademischer Verlag, 2011. http://dx.doi.org/10.1007/978-3-8274-2637-6_29.

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Sadiku, Matthew N. O., Abayomi J. Ajayi-Majebi, and Philip O. Adebo. "Lean Manufacturing." In Emerging Technologies in Manufacturing. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-23156-8_11.

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Vinodh, S. "Lean Performance Measurement." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-8.

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Vinodh, S. "Supporting Lean Tools and Concepts." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-6.

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Vinodh, S. "Lean Integration with Industry 4.0." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-10.

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Vinodh, S. "Basic Lean Tools (VSM and Workcell)." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-5.

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Vinodh, S. "Introduction." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-1.

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Vinodh, S. "Lean Integration with Other Strategies." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-9.

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Vinodh, S. "Basic Lean Tools (5S and TPM)." In Lean Manufacturing. CRC Press, 2022. http://dx.doi.org/10.1201/9781003190332-4.

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Conference papers on the topic "Lean manufacturing"

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BONAMIGO, ANDREI, and WILLIANS DA SILVA SOUZA. "LEAN 4.0: AN INTEGRATED ANALYSIS OF LEAN MANUFACTURING AND ADVANCED MANUFACTURING." In ENEGEP 2023 - Encontro Nacional de Engenharia de Produção. ENEGEP 2023 - Encontro Nacional de Engenharia de Produção, 2023. http://dx.doi.org/10.14488/enegep2023_tn_st_399_1955_45625.

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Lombardi, Michael E. "FMEA for Lean Manufacturing." In 2011 22nd Annual IEEE/SEMI Advanced Semiconductor Manufacturing Conference (ASMC). IEEE, 2011. http://dx.doi.org/10.1109/asmc.2011.5898197.

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Hines, Sandra, Kay Schumacher, Timothy M. Becker, and Darlene Van Tiem. "Design for Lean Manufacturing." In SAE 2003 World Congress & Exhibition. SAE International, 2003. http://dx.doi.org/10.4271/2003-01-1375.

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Black, J. T. "Lean Manufacturing Cell Design." In ASME 1996 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/imece1996-0773.

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Abstract In the lean production company, the manufacturing engineers are responsible for designing, building, testing, and implementing the manufacturing equipment for the manufacturing cells. These cells are designed for flexibility — they can handle changes in product design as well as external customer demand. This means the manufacturing engineer must have machine design skills in addition to system design skills. The key here is that the manufacturing equipment is custom designed and custom built for the manufacturing system and for the users of the equipment (the internal customer). However, many companies have designed interim cells using machine tools designed for stand-alone applications in the job shop. Industrial examples of these two kinds of cells are presented.

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Bon, Abdul Talib, and Norhayati Abdul Rahman. "Quality measurement in lean manufacturing." In 2009 International Conference on Instrumentation, Communications, Information Technology, and Biomedical Engineering (ICICI-BME). IEEE, 2009. http://dx.doi.org/10.1109/icici-bme.2009.5417305.

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Cassettari, Costa Eder, Antonio Batocchio, and Andreza Benatti Marcondes. "Lean Manufacturing and Six Sigma." In SAE Brasil 2005 Congress and Exhibit. SAE International, 2005. http://dx.doi.org/10.4271/2005-01-4047.

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Orr, Timothy J. "Lean Manufacturing - A Case Study." In International Mobility Technology Conference and Exhibit. SAE International, 2000. http://dx.doi.org/10.4271/2000-01-3308.

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Bunce, P. "From lean to agile manufacturing." In IEE Colloquium on `Next Generation Manufacturing: Future Trends in Manufacturing and Supply Chain Management'. IEE, 1996. http://dx.doi.org/10.1049/ic:19961444.

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Harrison, A. "From lean to agile manufacturing." In IEE Colloquium on Agile Manufacturing. IEE, 1997. http://dx.doi.org/10.1049/ic:19971334.

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Yeen Gavin Lai, Nai, Kok Hoong Wong, Dunant Halim, Jiawa Lu, and Hooi Siang Kang. "Industry 4.0 Enhanced Lean Manufacturing." In 2019 8th International Conference on Industrial Technology and Management (ICITM). IEEE, 2019. http://dx.doi.org/10.1109/icitm.2019.8710669.

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Reports on the topic "Lean manufacturing"

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Chen, Dr James C. From Lean to Smart Manufacturing. Asian Productivity Organization, 2024. http://dx.doi.org/10.61145/xdrc9700.

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Starting with a review of the manufacturing scenario in the mid- to late 1980s when the Toyota Production System (TPS) gained a global foothold, the P-Insights report From Lean to Smart Manufacturing by Dr. James C. Chen details how the TPS has evolved by incorporating elements of smart manufacturing, technological advances, and the insights of employees. Relationships among the TPS, lean, kaizen, digitalization, Industry 4.0, and smart manufacturing are analyzed in different manufacturing scenarios. Concluding with two brief case studies, the report provides examples for manufacturers to consider now in preparation for a smarter, leaner, more productive future.

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Slocum, Alexander H. Lean and Agile Precision Manufacturing Systems. Defense Technical Information Center, 2002. http://dx.doi.org/10.21236/ada408372.

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Liker, Jeffrey K., and Thomas Lamb. Lean Manufacturing Principles Guide, Version 0.5. A Guide to Lean Shipbuilding. Defense Technical Information Center, 2000. http://dx.doi.org/10.21236/ada450192.

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Segersten, Cynthia L. Can Lean Manufacturing Change the Aerospace Defense Industry. Defense Technical Information Center, 1994. http://dx.doi.org/10.21236/ada280420.

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Bloom, Nicholas, Helena Schweiger, and John Van Reenen. The Land that Lean Manufacturing Forgot? Management Practices in Transition Countries. National Bureau of Economic Research, 2011. http://dx.doi.org/10.3386/w17231.

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Parwani, Viren. Improving Manufacturing Supply Chains by Integrating Lean Six Sigma and Production Scheduling. Iowa State University, 2020. http://dx.doi.org/10.31274/cc-20240624-887.

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Hargis, L., and J. Botkin. PowerLight Corporation Lean Manufacturing, PV Manufacturing R&D Phase I Report: 6 December 2001--31 March 2003. Office of Scientific and Technical Information (OSTI), 2005. http://dx.doi.org/10.2172/15016394.

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Telegin, E. S., A. V. Kruglov, V. A. Zyablov, D. N. SHushunin, and N. A. Gruzintseva. An algorithmized approach to the implementation of lean manufacturing tools in the enterprise. Ailamazyan Program Systems Institute of Russian Academy of Sciences, 2024. http://dx.doi.org/10.12731/ofernio.2024.25289.

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Raj, Deepika, Yoon Jin Ma, Hae Jin Gam, and Jennifer Banning. The Implementation of Lean Production and Environmental Sustainability Practices in the Indian Apparel Manufacturing Industry. Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-866.

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Mikhaleva, E., E. Babikova, G. Bezhashvili, M. Ilina, and I. Samkova. VALUE STREAM PROGRAM. Sverdlovsk Regional Medical College, 2022. http://dx.doi.org/10.12731/er0618.03122022.

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In order to increase the efficiency of the work of a medical organization, it is necessary to train medical workers, employees of medical organizations, students of educational organizations in the techniques and methods of lean production, followed by the application of the acquired skills directly at the workplace in a medical organization. The purpose of the training under the program is to acquire new competencies necessary to perform professional tasks using lean manufacturing tools - mapping the value stream to ensure maximum operational efficiency of production processes. The program provides for independent work: mapping the value stream of the current, ideal and target states of the process, analysis of the value stream of the current state of the process (problem identification: spaghetti method, pyramid of problems, graph-links, summary table of root causes and contribution of the solution), development of a plan measures to achieve the target state of the process.

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