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Journal articles on the topic 'Lean manufacturing'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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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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2

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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3

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 ferr

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4

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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5

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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6

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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7

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 im

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8

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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9

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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10

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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11

Lasnier, Gilles. "Le lean-manufacturing." La Revue des Sciences de Gestion 223, no. 1 (2007): 99. http://dx.doi.org/10.3917/rsg.223.0099.

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12

Ketan, Hussein Salem, and Fatimah Mutashar Yasir. "Reducing of Manufacturing Lead Time by Implementation of Lean Manufacturing Principles." Journal of Engineering 21, no. 8 (2015): 83–99. http://dx.doi.org/10.31026/j.eng.2015.08.06.

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Many organizations today are interesting to implementing lean manufacturing principles that should enable them to eliminating the wastes to reducing a manufacturing lead time. This paper concentrates on increasing the competitive level of the company in globalization markets and improving of the productivity by reducing the manufacturing lead time. This will be by using the main tool of lean manufacturing which is value stream mapping (VSM) to identifying all the activities of manufacturing process (value and non-value added activities) to reducing elimination of wastes (non-value added activi

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Gochel, Amdework, Sisay G. Gebeyehu, and Muluken Abebe. "Production lead time improvement through lean manufacturing." International Journal of Industrial and Systems Engineering 40, no. 2 (2022): 147. http://dx.doi.org/10.1504/ijise.2022.121045.

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14

Abebe, Muluken, Sisay Geremew Gebeyehu, and Amdework Gochel. "Production Lead Time Improvement through Lean Manufacturing." International Journal of Industrial and Systems Engineering 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijise.2020.10029891.

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15

Amelia, Natasya Abdul Wahab*1 Muriati Mukhtar2 Riza Sulaiman3 Kamarudin Shafinah4 Mei Choo Ang5 Ruzzakiah Jenal6. "VALIDATING THE RELATIONSHIP BETWEEN LEAN DIMENSIONS AND WASTES: A PILOT STUDY OF MALAYSIAN INDUSTRIES." INTERNATIONAL JOURNAL OF ENGINEERING SCIENCES & RESEARCH TECHNOLOGY 6, no. 7 (2017): 366–75. https://doi.org/10.5281/zenodo.827610.

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Lean production or lean manufacturing has become one of the most well-known paradigms for the elimination of waste in the manufacturing industries. Past research in lean shows that there are some set of techniques, tools and practices which have been applied to certain levels across firms according to the respective understanding of lean production of the persons in charge of lean initiatives. This scenario led to various versions of leanness measurement in the manufacturing industry. This paper describes a pilot test analysis in validating a conceptual framework for measuring leanness in the

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16

Moroz, Ewa. "Computer aided manufacturing processes using Lean Management and Lean Manufacturing methods." Mechanik 91, no. 7 (2018): 535–37. http://dx.doi.org/10.17814/mechanik.2018.7.76.

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In the paper the basic assumptions leading to identification of causes and to the elimination of waste occurring in production processes based on the assumptions of Lean Management and Lean Manufacturing are defined. Presented is the use of example applications for computer-assisted value stream mapping of production streams in industrial practice.

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17

Chun Wu, Yen. "Lean manufacturing: a perspective of lean suppliers." International Journal of Operations & Production Management 23, no. 11 (2003): 1349–76. http://dx.doi.org/10.1108/01443570310501880.

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18

ERCEG, Aleksandar. "Lean manufacturing application in the frozen goods industry." Journal of Ekonomi 4, no. 2 (2022): 57–62. http://dx.doi.org/10.58251/ekonomi.1182631.

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The long-standing producer's market, in which the selling price was the sum of costs and desired profit, has been transformed by globalization into a buyer's market, where profit is the difference between the realized selling price and the production costs. Therefore, every company must approach the reduction of operating costs and the optimal use of the resources at its disposal. Lean thinking can help companies in reducing business costs and increasing productivity. Lean companies can improve their processes and increase their competitiveness in the market. The paper aims to present lean thi

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19

Nurwulan, Nurul Retno, Avinda Asyaro Taghsya, Erni Dwi Astuti, Rosa Amelia Fitri, and Shafira Romadiana Khoirun Nisa. "Pengurangan Lead Time dengan Lean Manufacturing: Kajian Literatur." JOURNAL OF INDUSTRIAL AND MANUFACTURE ENGINEERING 5, no. 1 (2021): 30–40. http://dx.doi.org/10.31289/jime.v5i1.3851.

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Perkembangan teknologi dan globalisasi meningkatkan persaingan pada industri manufaktur. Agar dapat bertahan dalam persaingan bisnis, perusahaan manufaktur harus memenuhi permintaan dan memuaskan pelanggan dengan meningkatkan produktivitas dan efisiensi. Produktivitas dan efisiensi dapat ditingkatkan dengan mengurangi lead time. Lean manufacturing telah terbukti dapat meningkatkan produktivitas dan efisiensi dengan mengurangi lead time dari proses produksi. Studi ini bertujuan untuk meluaskan pemahaman tentang bagaimana lean manufacturing dapat mengurangi lead time dan memahami tantangan yang

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20

M.G.S., Dilanthi. "Empirical Progression of Lean Manufacturing: Literature Review." International Journal of Engineering Research 3, no. 11 (2014): 657–61. http://dx.doi.org/10.17950/ijer/v3s11/1107.

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21

João, Vitor Dos Santos Moschem, De Souza Delaia Vinicius, Esp. Luciano Pimenta Valadares Prof., and Dr. Antônio Cesar Machado da Silva Prof. "LEAN MANUFACTURING: UTILIZAÇÃO EM UMA CONFEITARIA DE PEQUENO PORTE PARA APERFEIÇOAMENTO DO TEMPO DE PRODUÇÃO." REVISTA FT 28, no. 128 (2023): 39. https://doi.org/10.5281/zenodo.10162639.

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Com exigências cada vez mais rigorosas do mercado e de clientes em atender as suas expectativas, como: qualidade do produto, prazo, quantidade, confiabilidade, a busca pela melhoria contínua se tornou de extrema importância nos ambientes industriais. Diante disso, as organizações aplicam em seus processos o conceito da filosofia Lean Manufacturing, que é uma abordagem de gestão que visa eliminar desperdícios e melhorar a eficiência nos processos de produção, com foco na criação de valor para o cliente e na melhoria contínua. É amplamente utilizado na indústria para otimizar recursos e reduzir

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22

Purohit, Ravi, and Sarika Borikar. "Concept of Lean Manufacturing." Journal of Textile and Clothing Science 1, no. 1 (2018): 15–18. https://doi.org/10.5281/zenodo.2579006.

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As a period is moving assembling enterprises are moving to the spots where work charges are less yet after setup likewise the assembling cost won’t increment with time in light of the fact that there will be climb in labor charges, crude material charge, transport cost additionally deterioration and so forth these all outcomes in higher assembling cost per unit. likewise to maintain in this aggressive market producer can’t expand the selling cost so this outcome in lessening of the edge (Profit ) so as to manage the profit level the main way is chip away at assembling cost diminish

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23

Ghobakhloo, Morteza, Masood Fathi, Dalila Benedita Machado Martins Fontes, and Ng Tan Ching. "Modeling lean manufacturing success." Journal of Modelling in Management 13, no. 4 (2018): 908–31. http://dx.doi.org/10.1108/jm2-03-2017-0025.

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Purpose The purpose of this study is to contribute to the existing knowledge about the process of achieving Lean Manufacturing (LM) success. Design/methodology/approach This study uses interpretive structural modeling and captures the opinions of a group of LM experts from a world-class Japanese automobile manufacturer, to map the interrelationships among potential determinants of LM success. This study further uses the data from a survey of 122 leading automobile part manufacturers by performing structural equation modeling to empirically test the research model proposed. Findings Management

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24

Sanz Horcas, Jorge, and Víctor Gisbert Soler. "LEAN MANUFACTURING EN PYMES." 3C Empresa : Investigación y pensamiento crítico 6, no. 5 (2017): 101–7. http://dx.doi.org/10.17993/3cemp.2017.especial.101-107.

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25

Manzano Ramírez, María, and Víctor Gisbert Soler. "Lean Manufacturing: implantación 5S." 3C Tecnología_Glosas de innnovación aplicadas a la pyme 5, no. 4 (2016): 16–26. http://dx.doi.org/10.17993/3ctecno.2016.v5n4e20.16-26.

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26

Mohapatra, Biswajit, Deepak Singhal, and Sushanta Tripathy. "Lean Manufacturing Towards Sustainability." International Journal of System Dynamics Applications 10, no. 1 (2021): 16–30. http://dx.doi.org/10.4018/ijsda.2021010102.

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This paper intends to capture the attention of the lean researchers towards a shift of priorities of the various techniques implemented in lean and its journey of 40 years in the global scenario. In particular, the paper focuses on the implementation of lean techniques in India under the banner of sustainability. The paper focuses on three industries, a textile industry representing industrial revolution 1.0, an automotive spare parts industry representing industrial revolution 2.0, and an electrical/electronics industry representing industrial revolution 3.0, named ‘A', ‘B', and ‘C', respecti

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27

Makeham, A. "Going lean [UK manufacturing]." Manufacturing Engineer 81, no. 2 (2002): 83–85. http://dx.doi.org/10.1049/me:20020207.

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28

Holloway, L. E., and A. Hall. "Principles of Lean Manufacturing." Industry and Higher Education 11, no. 4 (1997): 241–45. http://dx.doi.org/10.1177/095042229701100410.

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Lean manufacturing is a philosophy for continually eliminating waste. The practice of this philosophy requires both a management structure and a manufacturing technical structure that facilitate identifying wastes in the firm's operations, focuses management efforts on improving processes to reduce or eliminate any waste elements, and maintains the improvements through a focus on standards for all elements of manufacturing. This paper identifies the types of wastes in manufacturing. It then shows how lean manufacturing focuses on these wastes through employee involvement in continuous improvem

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29

Потехин, И. А., М. Г. Добросоцких, А. А. Попиков, and В. Б. Власов. "LEAN MANUFACTURING IN AFRICA." Organizer of Production 31, no. 4 (2023): 29–41. http://dx.doi.org/10.36622/vstu.2023.54.52.003.

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Введение. В статье приведен опыт использования концепции «Бережливое производство» в различных отраслях экономики. Объектом исследования являлись страны африканского континента. Предметом исследования являлась степень распространения и способ использования данной концепции среди данных стран. Целью исследования являлось выявление особенностей реализации концепции «Бережливое производство» в других странах и использование полученного опыта для составление более полного представления о развитии данной концепции в мире и корректировка ее в отечественных отраслях. Данные и методы. Проведенное иссл

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30

Sharma, Ashvath. "What is Lean Manufacturing?" International Journal of Sciences Volume 3, no. 2014-09 (2014): 44–49. https://doi.org/10.5281/zenodo.3348791.

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Lean manufacturing is a manufacturing system which was started by Toyota and is now used by many manufacturers throughout the world. Lean Manufacturing is a way to notice and remove waste i.e. non-profit activities by continuous improvement using the non-stop flow of the product to the customer with perfection. Waste is defined as anything that does not add any value to the product. It is anything that the customer is not ready to spend money for. Manufacturing of a product is completely dependent on designing a manufacturing system that leads to minimization of costs and maximization of profi

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31

Vorkapić, Miloš, Bogdan Popović, Dragan Ćoćkalo, Mihalj Bakator, and Sanja Stanisavljev. "The importance and link of additive manufacturing with lean and sustainable manufacturing." Journal of Engineering Management and Competitiveness 13, no. 1 (2023): 53–60. http://dx.doi.org/10.5937/jemc2301053v.

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In this paper, a comparison of conventional and additive manufacturing was made. Lean and sustainable manufacturing from the point of view of waste were also analyzed. It was established that conventional manufacturing is slowly being replaced by additive manufacturing, but its role is still significant. Lean manufacturing indicates that waste is everywhere, i.e. at all organizational levels. Sustainable manufacturing analyzes new technologies and measures their impact on environmental protection with as little resource consumption as possible. The paper examined the importance of additive man

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32

Al-Qayoudhi, Samiya Abdullah Sulaiman. "A Conceptual Review of the Adoption of Lean Philosophy Tools in Manufacturing Companies." International Journal of Research in Entrepreneurship & Business Studies 3, no. 1 (2022): 1–12. https://doi.org/10.47259/ijrebs.311.

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<strong>Purpose: </strong>The purpose of the study were to review lean philosophy practices prevailing in the manufacturing companies; to explore the various tools of lean practices existing in the manufacturing Companies and to investigate the obstacles towards implementing lean and to determine the critical success factors of lean tools. <strong>Design/methodology/approach: </strong>The study is qualitative in nature, and it is based on a study of lean literature from the knowledge web, journals, and conference proceedings. This article goes over the fundamentals of lean philosophy and

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33

Nawanir, Gusman, Kong Teong Lim, and Siti Norezam Othman. "Lean manufacturing practices in Indonesian manufacturing firms." International Journal of Lean Six Sigma 7, no. 2 (2016): 149–70. http://dx.doi.org/10.1108/ijlss-06-2014-0013.

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Purpose Contradictory findings regarding the implication of Lean manufacturing (LM) implementation to business performance (BP) have been observed in prior studies. Hence, more studies are required to be capable of finding the status of LM implementation and its impacts on BP. Accordingly, this study examines and scrutinizes the effects of LM practices on the enhancement of BP from a developing country standpoint. Design/methodology/approach This empirical study uses a survey-based quantitative data collection approach through a cross-sectional research design. A total of 139 large manufacturi

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34

Nasution, Abdillah Arif, Ikhsan Siregar, Anizar, Tigor Hamonangan Nasution, Khalida Syahputri, and Indah Rizkya Tarigan. "Lean Manufacturing Applications in the Manufacturing Industry." MATEC Web of Conferences 220 (2018): 02005. http://dx.doi.org/10.1051/matecconf/201822002005.

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This research was conducted in manufacturing industry, so this research is based on case study application. This research serves to reduce waste in the industry when making a product. This study categorizes value-added work and which work has no added value. And it is measurable and has value, so it can be evaluated in the future. Later this will be poured or depicted on a map called Value stream mapping. This is a tool from Lean Manufacturing. Lean manufacturing is useful for analysing and reducing non value-added activities, value stream mapping analysis tools, 5L1H process mapping activitie

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35

Ghosh, Manimay. "Lean manufacturing performance in Indian manufacturing plants." Journal of Manufacturing Technology Management 24, no. 1 (2012): 113–22. http://dx.doi.org/10.1108/17410381311287517.

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36

Astall, C. "Offshore manufacturing [lean manufacturing as an alternative]." Engineering Management 14, no. 6 (2004): 37. http://dx.doi.org/10.1049/em:20040611.

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37

James, T. "Stepping back from lean [lean vs agile manufacturing]." Manufacturing Engineer 84, no. 1 (2005): 16–21. http://dx.doi.org/10.1049/me:20050101.

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38

Schonberger, Richard J. "The disintegration of lean manufacturing and lean management." Business Horizons 62, no. 3 (2019): 359–71. http://dx.doi.org/10.1016/j.bushor.2019.01.004.

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39

Hethsia.S, Ms Saara. "Implementing Lean Manufacturing Practices to Improve Operational Efficiency in Manufacturing Industry." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 04 (2025): 1–9. https://doi.org/10.55041/ijsrem46122.

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ABSTRACT This study investigates how the application of lean manufacturing principles is influencing operational efficiency in the Indian manufacturing sector. Centred on tools such as 5S, Kaizen, and Total Productive Maintenance (TPM), the research explores the adoption patterns, employee perceptions, and measured impacts of lean initiatives. Using a structured questionnaire administered to 120 employees at and supported by industry benchmarks, the study employs quantitative methods including descriptive statistics, Multiple Linear Regressions, Independent Samples t- tests to derive insights.

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40

Pawłyszyn, Irena. "Symbiosis between the Lean Manufacturing concept and progressive informatization." Informatyka Ekonomiczna 2019, no. 3 (2020): 40–61. http://dx.doi.org/10.15611/ie.2019.3.04.

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41

Diego Fernando, Manotas Duque, and Leonardo Rivera Cadavid. "Lean manufacturing measurement: the relationship between lean activities and lean metrics." Estudios Gerenciales 23, no. 105 (2007): 69–83. http://dx.doi.org/10.1016/s0123-5923(07)70026-8.

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42

Mohd Aripin, Norhana, Gusman Nawanir, Suhaidah Hussain, Fatimah Mahmud, and Khai Loon Lee. "Sustenance Strategies for Lean Manufacturing Implementation in Malaysian Manufacturing Industries." International Journal of Automotive and Mechanical Engineering 21, no. 1 (2024): 11018–35. http://dx.doi.org/10.15282/ijame.21.1.2024.06.0852.

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This study aims to investigate the relationship between sustaining factors and lean manufacturing implementation. This survey-based study was a cross-sectional study and the samples were drawn by using cluster sampling procedure from medium and large manufacturing companies based on the Federation of Manufacturers Malaysia (FMM) with the final number of 151 respondents. In total, four hypotheses were developed and tested statically using PLS-SEM through SmartPLS software. The result provided evidence that lean culture, lean leadership, and lean knowledge management have a positive relationship

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Driouach, L., K. Zarbane, and Z. Beidouri. "The impacts of additive manufacturing technology on lean manufacturing." Journal of Achievements in Materials and Manufacturing Engineering 120, no. 1 (2023): 22–32. http://dx.doi.org/10.5604/01.3001.0053.9641.

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This paper aims to investigate how the use of 3D printing can facilitate the achievement of lean manufacturing objectives. The main goal of the study is to identify the similarities between the two concepts and evaluate how well they complement each other in terms of improving quality, productivity and reducing costs by eliminating waste.During this study, the methodology involved conducting a thorough and comprehensive examination of existing literature on lean manufacturing and additive manufacturing. The aim was to provide an overview of the relationship between these two concepts and gain

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44

Aripin, Norhana, Gusman Nawanir, and Suhaidah Hussain. "LEAN CULTURE FOR A SUCCESSFUL LEAN MANUFACTURING IMPLEMENTATION: AN EMPIRICAL EVIDENCE FROM MALAYSIAN MANUFACTURING INDUSTRY." International Journal of Industrial Management 17, no. 2 (2023): 76–83. http://dx.doi.org/10.15282/ijim.17.2.2023.9037.

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Although lean has gained many accomplishments, 90% of the manufacturers that implemented lean failed to sustain the implementation, and these results have led academics to consider lean culture as a soft lean approach for successful lean implementation. This research is aimed to investigate the role of lean culture for a successful lean implementation. This survey-based was a cross-sectional study with 151 final respondents from discrete manufacturers in Malaysia. The samples were selected using a cluster sampling procedure from medium and large manufacturing companies registered with the Fede

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., Rashmi, Swamy D. R., and T. S. Nanjundeswaraswamy. "Reduction of Lead Time Using Lean Techniques." International Journal of Advance Research and Innovation 5, no. 3 (2017): 84–91. http://dx.doi.org/10.51976/ijari.531715.

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The main goal is to reduce the time delays caused in manufacturing of hydraulic excavators which can be accomplished making and executing powerful and proficient procedures in each of its line in their business. For this purpose lean tools are used as lean focus on continuous improvement and reduction of waste. VSM is used to serve the purpose of customer by eliminating the non-value added activities and help in value creation process with minimum lead time. The study was carried out on production process of pivot pins which are used in manufacturing of excavator machines of different specific

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46

Pathak, Ajai Kumar. "Some Aspects of Lean Manufacturing." Advanced Materials Research 488-489 (March 2012): 1142–46. http://dx.doi.org/10.4028/www.scientific.net/amr.488-489.1142.

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Lean manufacturing production system considers the expenditure for any goals other than the creation of value for the end customer to be wasteful. Only operation adds value to the product and other functions such as inspection, transportation, and delays of a permanent or temporary nature are waste and should be eliminated. The beginning of lean manufacturing can be seen in Just In Time (JIT). It was first implemented in Ford automobile in the form of line assembly. Lean manufacturing is based on pull system. In the pull system parts are produced when they are pulled by the process before that

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47

Pirraglia, Adrian, Daniel Saloni, and Herman van Dyk. "Status of lean manufacturing implementation on secondary wood industries including residential, cabinet, millwork, and panel markets." BioResources 4, no. 4 (2009): 1341–58. http://dx.doi.org/10.15376/biores.4.4.1341-1358.

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Lean Manufacturing has helped several industries to achieve operational and manufacturing excellence by increasing productivity and enhancing quality, while reducing waste and costs. However, the wood industry has been historically slow in adopting this philosophy and its many tools. In times when overseas competition has taken big portions of the traditional market share for U.S based wood industries, it has become important that companies start to take actions in order to regain competitiveness. In this sense, Lean Manufacturing could provide a competitive advantage. Main findings of this pr

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48

Hamid, Masdiah Abdul, and Nurul Fadly Habidin. "Lean Accounting and Manufacturing Performance: The Contribution of Lean Management Accounting Practices." International Journal of Research and Innovation in Social Science VIII, no. XIX (2024): 202–16. https://doi.org/10.47772/ijriss.2024.icame2417.

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Introduction: Manufacturing companies operating within dynamic and intensely competitive markets have a mindset that concentrates on continuous improvement processes. The management efforts have focused on enhancing quality, flexibility, and customer response time through the application of Lean thinking principles. For an organisation to realise its full potential of lean application, lean manufacturing organisation must embrace a comprehensive business strategy, rather than being confined to a singular focus within operations. The lean manufacturing organisation necessitates the incorporatio

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49

Singh, Jagdeep, Harwinder Singh, and Gurpreet Singh. "Productivity improvement using lean manufacturing in manufacturing industry of Northern India." International Journal of Productivity and Performance Management 67, no. 8 (2018): 1394–415. http://dx.doi.org/10.1108/ijppm-02-2017-0037.

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Purpose The purpose of this paper is to uncover the significance of lean manufacturing technique in manufacturing environments. Design/methodology/approach Lean manufacturing is a management approach focused on incremental improvements in operations. Different lean strategies are being utilized by manufacturing industry to improve the performance of current manufacturing system processes. This study attempts to evaluate the performance of different lean manufacturing tools in the manufacturing industry of northern India. The importance level of different lean tools, important benefits achieved

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Cekerevac, Zoran, Zdenek Dvorak, and Lyudmila Prigoda. "LEAN MANUFACTURING vs COVID-19." MEST Journal 10, no. 1 (2022): 1–11. http://dx.doi.org/10.12709/mest.10.10.01.01.

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During the COVID-19 pandemic, companies coped and still must deal with uncertainty greater than ever. Due to the unpredictability of consumer demand, the incredible growth in demand for certain products, dramatic fluctuations in supply chains, and general economic instability, the future still looks uncertain. It is up to the manufacturers to determine how things will be sorted out in the new normality, i.e., which changes will be long-lasting or even permanent. Lean production has emerged in recent decades as an excellent solution to increase the economy and quality of production and meet cus

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