lean manufacturing towards sustainability

DOI: 10.4018/IJSDA.2021010102

International Journal of System Dynamics ApplicationsVolume 10 • Issue 1 • January-March 2021

Copyright©2021,IGIGlobal.CopyingordistributinginprintorelectronicformswithoutwrittenpermissionofIGIGlobalisprohibited.

16

Lean Manufacturing Towards Sustainability:A Grey Relational FrameworkBiswajit Mohapatra, KIIT University (Deemed), India

https://orcid.org/0000-0002-3461-1745

Deepak Singhal, KIIT University (Deemed), India

Sushanta Tripathy, KIIT University (Deemed), India

https://orcid.org/0000-0003-2470-4080

ABSTRACT

Thispaperintendstocapturetheattentionoftheleanresearcherstowardsashiftofprioritiesofthevarioustechniquesimplementedinleananditsjourneyof40yearsintheglobalscenario.Inparticular,thepaperfocusesontheimplementationofleantechniquesinIndiaunderthebannerofsustainability.Thepaperfocusesonthreeindustries,atextileindustryrepresentingindustrialrevolution1.0,anautomotivesparepartsindustryrepresentingindustrialrevolution2.0,andanelectrical/electronicsindustryrepresentingindustrialrevolution3.0,named‘A’,‘B’,and‘C’,respectively,andanalysestheprioritiesoftheeightbesttechniquesofleaninthesustainabilityphase.ThetechniquesareKaizen,Poke-Yoke,5S,Kanban,Just-in-Time,Jidoka,Takt-Time,andHeijunka.Theindustries‘A’and‘C’havePoke-Yokeasthemostcriticaltechniqueandhavebeenrankedonewhereasinindustry‘B’5SemergesasthemostprolifictechniqueintheIndiancontextoftheseindustries.

KeywoRDSFramework, Grey Analysis, Lean, Lean Phases

1. INTRoDUCTIoN

Themethodologyandoperationalaspectsofproductionintheindustrialworldhaschangedovertime.Withthetransitionfromhandproductionmethodstonewmachinesandprocesses,thefirstindustrialrevolution(1760-1840)markedthedominanceoftextileindustriesintheworldscenario.Thesecondindustrialrevolutionbeganin1850’swiththeadventofsteel.(Firstformofmassproduction).Theindustrialrevolution3.0(1969)sawtheemergenceofnuclearenergy,electronics,telecommunicationandcomputers.Theindustrialrevolution1.0improvisedwaterandsteamtoimproviseproduction,thesecondintroducedelectricitytoinvokemassproductionandindustry3.0automatedproductionbyincorporatingelectronicsandinformationtechnology.Duringthesecondindustrialrevolution,automotiveindustryalsocameintopicturebeginningwithcraftproductionfollowedinsuccessionbymassproductionimprovisedbyHenryFordaround1900.

Thisarticle,publishedasanOpenAccessarticleonJanuary11,2021inthegoldOpenAccessjournal,InternationalJournalofSystemDy-namicsApplications(convertedtogoldOpenAccessJanuary1,2021),isdistributedunderthetermsoftheCreativeCommonsAttributionLicense(http://creativecommons.org/licenses/by/4.0/)whichpermitsunrestricteduse,distribution,andproductioninanymedium,provided

theauthoroftheoriginalworkandoriginalpublicationsourceareproperlycredited.

https://orcid.org/0000-0002-3461-1745

https://orcid.org/0000-0003-2470-4080


17

In1937,Toyotamadeitswayintotheautomotivesectorbutsoonfailedtoestablishitselfduetoseveralindigenousproblemsandconstraints,onebeingthenucleardestructionofWorldWarII.TosolvetheproblemofthisJapaneseautomotivecompanyitsownerSakichiToyodaandhisproductiongeniusTaiichiOhnostartedasimpleapproachtosolvetheirproblems.Thesesetofsmartruleswereperfectionizedinover30yearsofshearhardworkanddiligencewhicheventuallycametobeknownas‘LeanProduction’(JohnKraafcik,1988).Thisnewgenerationoperationphilosophyconsistedofitsowntools,techniquesandpracticesblendingitintoanarttodotheworkwithbestperformance,qualityandproductivity.Figure1illustratesthetoolsandtechniquesframeworkindeveloping‘Lean’.Since1990,withthepublishingofthebook“TheMachinethatchangedtheworld”[Womack,JonesandRoos]leanhastransformedworkstylesandlifestylesthroughouttheworld.Undertheparadigmsofsustainabilityinvolvingthepillarsofsocial,economicandenvironmentaldimensions,leancanbeagamechangertobringoutthebestofthesecriticaldimensionsofsurvivalthatgoverntheindustrialworld.Leancanbeappliedtoreducehumaneffort,inventory,workspaceandsimultaneouslyincreasethevarietyanddiversityofproductswithaveryshorttimeframe.Thefeatureofleanasthe“warriorphilosophy’”canbringaboutthechangewithlimitedresourcesandworkforcewithmagicaleleganceto transformationofclean,greenandprosperoussocietyofmodern times.Thispaper intends toconcentrateontherankingofthebesteighttechniquesinprevioussixphasesofleanwithrespecttotheseventhphasecalled“Sustainability”usingtheGreyRelationalAnalysisTechnique.

Thepaperisorganisedintosevensections:ThesecondsectioncomprisesLiteraturereviewwhereanindepthliteraturereviewdepictingthesevenphasesofleanwithdeepimplicationsandemphasisonidentifyingtheeightbesttechniquesforleanimplementation.Theframeworkthatfollowsshowthepositionoftechniquesinthescientificmethodparadigmandhelpstovisualizethestructureofstrategies,principlesandpracticesinaccordancewithlean.Themethodologyused,beingthefourthsection, is representedand thescaleused ismentioned.The fifthsectionof surveyandanalysiscomprisestheexpertopinionsandrankpredictionisestablished.Inthesixthsectionofresultanddiscussion, theranksandtheir implicationsin thechosenindustriesA,BandCarehighlighted.Thepaperconcludesprovidinganoveralldiscussionofresults,limitationsofthepaper,managerialimplicationsandfuturescopeofresearch.

1.1 LiteratureThoughtheprocessofleanproductionstartedin1950’s,yetittookfifteenyearstoestablishitselftomaturitythroughrelentlessandconsistenteffortintheToyotaautomotiveindustry.Theliteraturewasnotgivenadriveuntil1971whenPeterDruckerdelvedintotheJapanesemanagementprinciplesinhismanuscript.ItwasageneralviewonJapanesework-philosophiesanddidnotspecificallydealwithleanproduction.In1990,Womack,JonesandRoosforthefirsttimecameupwithabook“TheMachinethatchangedtheworld”whichexplainedleanworkphilosophyanditscompetenceincrisissituationandhowitcanbeagamechangerinturningacompanyintonumberonestatusintheautomotiveindustry.Thebookwasaresultoffiveyearsofresearchofalltheautomotiveindustriesaroundtheworldatthatpointoftimeandthecomparativeaccountoffadingmassproductiontoemergingleanproductionwasclearlyevident.Theterm“lean”alsowassuggestedbyaresearcher,JohnKraafcik(1988)inMIT’sInternationalMotorVehicleProgram(IMVP).Itconferredtheideaof“lessofeverything”intermsofworkspace,humaneffort,speedofproduction,quantity,qualityandvarietyofproductsproducedandresourcesutilizedinachievingtheseattributes.Thisliteraturereviewfiltersallresearchpaperswhichcontaintheinvolvementoftechniquesinvariousdimensionsoflean.

1.1.1. Phases of LeanOver the last forty years, lean has been studied and implemented in various dimensions calledphases.Tilldate,sevenphasesareidentifiedwiththeseventhonecontinuing.WehaveconsideredtwentyeightscholarlyarticlestofindoutthebesteighttechniquesofLean.TheliteraturesurveyedistabulatedinTable1.


18

1.2. Discovery Phase (1970-1990)Drucker(1971)wasthefirsttobringJapaneseworkmanagementcultureintolimelightalthoughmethodswerenotelaborated.Withhispaper,aneedandscopetounderstandtheJapaneseworkculture emerged. The effectiveness was still a question as methods were not known and theunderlyingphilosophywasyettobeunderstood.TheJapanesemanagementtendtomakedecisionsbyconsensus,withcapabilitiestoadapttomultidirectionalsituationaldemands.Itreflectsonthediversifiedbalanceindecision-makingandflexibilityofthestrategy.Developingyoungpeople,jobenrichmentandinformalapproachbeingthekeyhighlightsofimplementationprocess,itsresultswereoverwhelming.Sugimorietal.(1977)threwlightontheToyotaproductionSystemandKanbansystems.Theyhighlightedtheconceptsof‘JustinTime’and‘respectforhuman’.Onlynecessaryproducts,atnecessarytime,innecessaryquantityneedtobeproduced.Thepracticewaschallengingasithasbeenmasteredbythecreatorsthemselveswithdiligentworkforovertwentyyears.Culturaladaptabilitywasatimeconsumingandhecticprocessfortheworkforce.ThemyththatproductivityandqualitylevelsaredeterminedbyplantslocationwasbustedbyKrafcik(1988).Hecameupwithafreshconclusionthatleancanbeimplementedinanyplantlocationwithoutbargaininquality,productivityandperformance.Themajorhindrancewas thecomplexityof leanand theworkerspsychology to resist to themoredynamicworkcultureofdisciplineand skill.He identified theprimaryindicatorsofplantperformanceasproductivity,qualityandflexibility.Theplantsthatmosteffectivelybalanceproductivity,qualityandflexibilitytosuittheirparticularmarketnicheshaveadecidedadvantage.Corporateparentageandculturedoappeartobecorrelatedwithplantperformance;theleveloftechnologydoesnot.

Table 1. Phases of Lean and best 8 techniques identification literature used

Lean Phases Period Literature

PhaseofDiscovery 1970-1990 Kraafcik(1988a)Drucker(1971)Sugimorietal.(1977)

PhaseofDissemination 1991-1996 WarneckeaandHuser(1995)Berkley(1992)WomackandJones(1997)

PhaseofImplementation 1997-2000 Kippenberger(1997)CappeliandRogovsky(1998)Green(1999)Yinglingetal.(2000)SpearandBowen(1999)

PhaseofEnterprise 2001-2006 FairrisandTohyama(2002)Hines(2004)Liker(2004)DoolenandHacker(2005)

PhaseofPerformance 2006-2009 Takeuchietal.(1986)Graff(2007)Bainesetal.(2006)

PhaseofQuantification 2009-2014 Vinodhetal.(2012)Achangaetal.(2012)Ramachandranetal.(2013)

PhaseofSustainability 2014-2019 Cherrafietal.(2016)Hartinietal.(2015)Vanichchinchai(2019)Basharetal.(2019)


19

1.3. Dissemination Phase (1991-1996)Berkley(1992)discussedtheimpactofmaterialhandlingbystudyingvariousmodelsforKanbanbuffercapacitiesandperiodicmaterialhandling.Itprovidedthefinerideaofoperations,onecanalleviatethelimitingtrade-offsincostandeffectiveness.AsstatedbyWarneckeaandHuser(1995),leanisanintellectualapproachconsistingofasystemofmeasuresandmethodstobringacompetitivestateinacompanyThesesetofstandardsneedtobemodifiedaseveryorganisationhasdifferentgoalstoachievewithexistingset-ups.Inthelightofthechangingcircumstances,thepaperprovidesafoodforthoughttorestructuretheoutdatedproductionindustries.Thefeasibilityistheonlyobstructionbecauseofhighcostsorinherentlimitations.Anotherchallengeisworkerpsychologyasflexibility,qualityandteamworkismisunderstoodascontrol,exploitationandsurveillancerespectively.

1.4. Implementation Phase (1997-2000)Kippenberger(1997)reflectsleanthinkingasanantidoteto‘muda’orwastebutitsimplementationistoodifficultinitscompleteshape.Aglobalscopetoleanthinkingisembodiedinhiswork.Theonlydilemmaisitsacceptancelevelsandfearoffailureinnewscenarioofactivities.CappeliandRogovsky(1998)emphasizesthatemployeeinvolvementdrivestheindustrytoanewcurveofculturalfreedom.Inthehustleandbustleofdecisionmaking,successrateofgooddecisionsmay be poor but immaterial as long as it improves for the better. Further, individuals will beenthusiasticaboutdecision-makingpowerswhichcultivateasagentsofchangeandcontinuousimprovement.Incertaininstances,decisionsofsamescopemightbroilaconflictininterestwhichmightdeterioraterelationshipsforwhichprofessionaldecorumwillcommandrespectwithintheorganization.Yinglingetal.(2000)developedmathematicalmodelstoimprovethesystemsandusedsimulationtoassessthebetterpotentialsagainstexistingones.Althoughmodelsarebasedoncertainassumptionswhose reflectionsarean idealstate, still thechances topredict for theenhancedproductivity,qualityandperformanceincreases.Duringthisphase,difficultywasfoundinmasteringtheshop-floorprinciplestosuccess.

1.5. enterprise Phase (2001-2006)FairrisandTohyama(2002)integratedindustrialrelationstoleanproduction.Theysuggestedleanproductionresponsibleforlabourmanagementco-operationandproductiveefficiencyofindustrialrelations.Amidstlackofinstitutionalmechanismsandreducedsafetyandhealthissuesasresistiveforces,workersjobenrichment,satisfaction,innovativelifestylepropelledthemtocontributetothewheelofprogressintheindustry.Hines(2004)emphasizedonthedevelopmentandlocalisationofleanconcept.Lackofhumanintegrationandlimitedapplicabilityoutsidehighvolumerepetitivemanufacturingenvironmentswasevident.Toencouragevalueandcost,tacticaltostrategicdecisionswereintegratedtosupplychainandnewproductdevelopmentendeavours.Liker(2004)highlightedthepartnershipstobethelifebloodofsupplychainsofthescaledriven,technologyintensiveglobaleconomy.Theemphasiswastobuildtrust,transparencyandloyaltytoachievetherelationshipgoal.Leaneconomicgoalwastosetthetargetpricebasedonareason,notbymerewantsandneeds.DoolenandHacker(2005)developedasurveyinstrumenttoassesstheimplementationof leanpracticeswithinanorganisation.Itwaswellinferredthatchallengingconditionslimittheapplicabilityoflean,sotheneedofasystemofevaluationwhichwouldactasabaseforconductingsurveyswascritical.

1.6. Performance Phase (2007-2009)Takeuchietal.(1986)dealtwiththespeedandflexibilityinproductdevelopmentwhichrequiredhigheffortfromtheprojectteam.LeanProcessandProductDevelopment(LPPD)isapropellingdesigntoenhancethespeedandflexibilityaspectsofproductdevelopment.Sometimes,contradictorygoalswithinthesameproductorprocessmaybeahindrancetothedevelopmentprocessalongwithitsadaptability.Graff(2007)concentratedonleanorganisationsandtheuseof“lessofallresources”


20

thanthatusedbytheirtraditionalcounterparts.Itwasnevereasytoachieveandsustainintegratedcoherence.Workersalsolostfocusandthevisionofintegratedformat.Butitwasconfirmedthatintegratingandharmonisingthetotalimplementsofanorganisationcreatesthecompetitiveadvantage.Bainesetal.(2006)suggestedthatnewproductdevelopmentis“thestateoftheart”ofleantoproductdesign,engineeringanddevelopment.Theresponsibilitiesofdesigncanbesegregatedintochunksbycompetentindividualsforbetterinnovation.Humantendenciestowearoutandlackofpaceinworkcannullifytheimpactoflean.Asaremedial,aChiefEngineershouldbeanableanddynamicpersonalityofinfluencewhocantakebolddecisions.

1.7. Quantification Phase (2010-2013)Vinodhetal.(2012)emphasizedtheuseofstructuralequationmodellingtodeterminethecriticalfactorsinleanpracticestowardssuccess.Themodelsarebasedonassumptions(idealconditions),sointerpretationshavetobeadjustedinpractice.Leanhasgotenormousnumberofprinciplesandpracticeswhichcanbeconvertedintoequations.Equationmodellingmostlyisindustryspecificorprocessspecificandmaynotbesuitableuniversally.Achangaetal.(2012)developedadecisionsupport tool: The Fuzzy-Logic advisory system. Although the validation is difficult, the costs,readinessstatus,levelofvalue-addtobeachieved(impact/benefits)studiedyieldsbettercontrol.Inthispreliminaryquantificationphase,heuristicrulesisimplementedwhichmaycreateambiguityinfurtherresearch.Ramachandranetal.(2013)solvedcomplexproblemsbytheuseofmulticriteriadecisionmaking.Everyaspectofhumanbehaviourandprocessescanbeputintothismethodofdecisionmaking.Itissubjecttothetrade-offthatamathematicaloutputmaycontradictahumanconscienceinmakingaparticulardecision.

1.8. Sustainability Phase (2014-2019)Hartinietal.(2015)studiedandanalysedvariousframeworkstobringaboutaclearconnectionbetweenleanandsustainabilitywithimprovedperformance.Theyfeltastrongandcompletearticulatedpictureofleanisyettobeproposed.Directionalinvestigationcanbecarriedoutonthetopicbasedonthisanalysis.Astrongissuemaybethevalidityandreliabilityissuesinactualoperatingenvironmentsofsuchtheoreticalframeworks.Cherrafietal.(2016)overviewedtheintegrationoflean,sustainabilityandsixsigmamanagementsystems.Thisanalysisidentifiestimegapswhichwouldpropelresearchinnewandproperdirections.Theuncertainlargescaledomainofleanandsustainabilityisyettoberevealed.Vanichchinchai(2019)exploredtheleanandsupplychainrelationshipsasanovelattempt.Thesupplychaindynamicsmaychangewithdemandpatterns.Vastareasexisttobeexploitedintofreshdimensionsofresearchinthisfield.

Theeightbest/ frequentlyused techniquesarechosen topredict their rank in threedifferentindustriesimplementingleanpractices(Table2).LeanwasdevelopedbyToyotaautomotivecompanyandhenceitstechniques.Inthispaper,wehaveselectedtheeightmostfrequentlyusedtechniquesasdepictedbyitscreatorslikeTaiichiOhnoandleanexpertslikeJ.K.Liker(2004)inhisbook“TheToyotaWay”andPascalDennis(2016)inhisbook“LeanproductionSimplified”followedbyresearcharticlesusedforsurveyofliteratureregardingtechniques.

ThesetechniquesareasshowninTable2.

1.8.1. FrameworkTheframeworkdepictsastructuredviewofevolutionofleanpracticesfromthesphereofscientificmethod.Leanstrategiescomprisesoftwocomponents:toolsandtechniques.Toolsaredevelopedfromthescientificapproachthatpropelthesystemtoeffectiveandefficientprocesses.Whentoolsarevalidatedandbecomereliable,twoormoretoolsmaycombinetogiveastructuredworkmodulecalledatechniquespecifiedtoperformacertaintask.Proveninlong-termthesetoolsandtechniquesarereferredtoasPrinciples.Theapplicationandexecutionoftheprinciplesisnotalwayspossibledue


21

tovarietyofchangingcircumstances.So,principlesaremodifiedtohaveapracticalorientationtobetermedaspractices.Thesepracticesenhancetheperformance,qualityandproductivityofthesystem.

ThebesteighttechniquesidentifiedforfirstsixphaseswereKaizen,poke-yoke,5S,Kanban,Just-in-time,TakttimeandHeijunka(Figure1).ThispaperisanattempttorankthesetechniqueswithrespecttotheseventhphaseofLeani.e.LeanandSustainabilityusingtheanalysistechniquecalledGreyRelationalAnalysis.

Table 2. Techniques and their meanings

SL Technique Meaning

1. Kaizen Continuousimprovementofworkpracticesandpersonalefficiency.

2. Poke-yoke Mistake-proofingorabilityofmachinestodetectmistakes

3. 5S(sort,set-in-order,shine,standardize,sustain)

Astabilizingstandard

4. Kanban Avisualtool/cardusedtoachievejust-in-timeproduction

5. Just-in-time Toproducerightitematrighttimeinrightquantity.

6. Jidoka Intelligentworkersandmachinesidentifyingerrorsandtakingquickcountermeasures.

7. Takt-time Theactualtimetoperformaprocessorhowfrequentlywemustproduceaproduct.

8. Heijunka(Productionlevelling) Distributingtheproductvolumeandmixevenlyovertime.

Figure 1. Position of techniques in the paradigm of scientific method


22

2. ReSeARCH MeTHoDoLoGy

2.1 Mathematical Method Used: Grey Relational AnalysisGreyRelationalAnalysistechnique(Deng,1982)isaneffectivemethodusedtosolveuncertaintyproblemswithdiscreteinformation.ItissuperiortootherMultiCriteriaDecisionMaking(MCDM)techniqueswhileanalysingqualitativeattributesconvertedintoquantitativescalevalues(Likertscale)whicharetobenormalizedtodeterminetherelativeperformanceofattributes.TheopinionsintheproblemofthisresearchproblemarediscretevaluesnumberedinLikertscale(1to7)whicharetobetransformedintomeaningfulinsightsunderuncertainty.Moreover,thetechniquesselectedforopinionsarequalitativeconstructswhicharetransformedintoquantitativeequivalentsusingscalevalueswithacertaindegreeofunpredictability.ThesefeaturesofGreyanalysisjustifyitssuitabilitytobeselectedasthemethodforanalysingtheconcernedproblem.TheprocedureofGreyRelationalAnalysisisasfollows:

STEP 1:Tabulatethe7-pointLikertscalevalues/opinionsoftheexperts(columns)andthetechniques(rows)obtainedthroughastructuredquestionnaireabouttheimplementationofleantechniquesinindustriesA,BandC.

STEP 2:Addeachtechnique’sLikertopinionsindividuallyforalltheeighttechniques.(∑Xi(i=1to12)).

STEP 3:FindtheGreyNumber.

GreyNumber=(∑Xi/n)

where‘n’isthenumberofexperts.

STEP 4:DividetheGreyNumberbymaximumscalevalue(7)toobtainthemaximumvalueinscale(fromseven){Gijmax}.

STEP 5: Find thenormalizedvalue{Gij*=Greynumber/Gijmax). for all the techniques in aparticularindustry.

STEP 6:PredicttheRankbyobservationofthenormalizedvalue.(Highestvalue=Rank1;thendescendingdowntotheeighthwithlowestvalue).

STEP 7:Repeattheprocedurefordataofeachindustryunderconsideration.

TheGreyMethodissummarizedas:

∑XirepresentsthesumofalltheopinionsbasedonLikertscaleoutof84(max;7*12)Gijisgreynumber(=∑Xi/12)Gijmaxisthemaximumvalueinscale=7Gij*=Normalizedvalue(=Greynumber/Gijmax)

AGreynumberisdefinedasthevalueofthesummationofall theopinionsforaparticulartechniquedividedbythenumberofobservers.Greynumberdividedbymaximumvalueofscalegivesnormalizedvalue.Thenormalizedvaluemultipliedbyweightageofeachexpertgivesthevalueofthe“technique”usedtopredicttherank.Here,asallexpertshavetenyearsandaboveexperiencetheweightageofeachis1.Thus,thenormalizedvaluescandirectlybeusedtopredicttherank.

2.2 Scale Used: LIKeRT “7-Point” ScaleThe Likert scale (Flynn et al.1990, Dawes 2008) is selected to address the problem as the datarequirementsareofintervaltype.Further,thereisaneedtosummateittopredicttherankofthe


23

attributesforwhichthescalevaluesareassigned.TheLikertscaleinvolvesopinionsandthevalueassignedtothem.VeryPoorwasvalued‘1’followedbyPoor’2’,Mediumpoor’3’,Fair‘4’,MediumGood‘5’,Good‘6’andVeryGood‘7’.Thisscalewasusedtoextractqualitativeopinionsfromexperts.

2.3 Survey and AnalysisTwelve experts with more than ten years experience of lean adaptation and practices in Indianmanufacturingindustrygavetheirvaluableopinionwhichformsthedatabaseforthegreyanalysis.Threeindustriesviz.a)Textile,b)Automotivesparepartsandc)ElectricalandElectronicsindustrieswereconsideredintheeasternIndiarepresentingthefirst,secondandthirdindustrialrevolutionerasanditsadaptabilitytowardstheleantechniquesandhencedegreeofembracingleanstrategyintheseventhgenerationoflean.TheindustrieshavebeennamedasA,BandCrespectively.A,BandCreflecttheIR1.0,IR2.0andIR3.0whenwedelveintotheoriginoftheseindustriesintheworld.Moreover,thefeasibilityoffindingtheseindustriesinthevicinitywasanotherplausiblereasonfortheirselection.Further,theleanpracticesthatwereimplementedinthesecompanieshasaspecialcharmpertainingtothepresentstateoftheseindustriesofsuchrichhistory.Theexpertsarenotrelatedtothechosenindustriesandhencetheopinionsaregenuine(Tables3-8).

Table 3. INDUSTRY A: The textile industry

Techniques Experts

1 2 3 4 5 6 7 8 9 10 11 12

Kaizen 5 6 4 5 6 6 6 7 7 6 6 5

Poke-yoke 7 7 6 6 7 6 6 5 6 6 6 7

5S 7 7 7 7 7 6 6 6 6 6 5 4

Kanban 3 4 4 5 6 6 4 4 6 5 4 5

Justintime 3 4 5 5 3 4 6 6 7 7 6 6

Jidoka 6 6 6 6 5 4 3 2 6 6 6 6

Takttime 2 3 3 3 3 4 3 2 2 3 4 4

Heijunka 5 6 6 6 6 6 7 7 6 6 6 6

Table 4. Rank prediction

Technique ΣXi(i=1 to 12)

Gij={ΣXi/12} Gij (max)

Gij*{=Gij/Gij(max)} Rank

Kaizen 69 5.75 7 0.82 4

Poke-yoke 75 6.25 7 0.89 1

5S 74 6.16 7 0.88 2

Kanban 56 4.66 7 0.66 7

Justintime 62 5.16 7 0.73 6

Jidoka 62 5.16 7 0.73 5

Takttime 36 3.00 7 0.42 8

Heijunka 73 6.08 7 0.86 3


24

Table 5. INDUSTRY B: The automotive spare parts industry

Techniques Experts

1 2 3 4 5 6 7 8 9 10 11 12

Kaizen 5 6 7 6 5 6 7 6 6 5 5 6

Poke-yoke 5 6 6 5 6 5 6 6 5 4 5 6

5S 7 6 7 7 6 6 7 6 7 6 7 6

Kanban 5 5 6 5 6 7 6 5 4 5 6 6

Justintime 3 4 3 5 4 4 5 5 4 4 5 6

Jidoka 4 3 4 4 5 4 5 4 6 5 6 5

Takttime 5 6 5 6 6 5 4 5 6 7 6 4

Heijunka 4 5 6 6 5 6 7 7 6 5 5 4





Kaizen 70 5.83 7 0.833 2

Poke-yoke 65 5.41 7 0.773 6

5S 78 6.50 7 0.928 1

Kanban 66 5.50 7 0.785 3

Justintime 52 4.30 7 0.619 8

Jidoka 55 4.50 7 0.642 7

Takttime 65 5.41 7 0.773 5

Heijunka 66 5.50 7 0.785 4

Table 7. INDUSTRY C: The electrical and electronics industry

Techniques Experts

1 2 3 4 5 6 7 8 9 10 11 12

Kaizen 6 6 5 6 5 5 6 5 7 6 7 6

Poke-yoke 7 6 6 7 5 6 5 5 6 5 6 7

5S 4 5 5 4 4 5 6 6 5 5 6 5

Kanban 5 6 5 5 6 6 6 5 6 7 6 7

Justintime 4 5 4 5 3 4 5 6 5 5 6 5

Jidoka 5 5 4 5 6 6 5 4 5 4 4 5

Takttime 2 3 4 4 4 5 4 5 5 4 4 5

Heijunka 4 5 4 5 5 5 4 6 6 4 5 4


25

3. ReSULTS AND DISCUSSIoN

FromTable9,the“importanceofthebesttechniques”ofleaninSustainabilityphaseis:

Poke-yoke(0.89)>5S(0.88)>Heijunka(0.86)>Kaizen(0.82)>Jidoka(0.73)=Justintime(0.73)>Kanban(0.66)>Takttime(0.42)

Poke-yokeormistakeproofinghasemergedasthemostimportanttechniqueinthesustainablephase of lean implementation. As clearly visible, mistakes lead to waste which deteriorates thesustainableaspectsorpillars-social,economicandenvironmental.The5Stechniqueemphasizesthecultureofworkandthenstandardisationofprocedureswhichaptlyfollowsmistake-proofing.ThethirdtechniqueofimportanceisHeijunkaorproductionlevelling.Thecomplexityofindustrialprocesseshasmadethistechniqueofenormousimportance.Thefourthtechniquecalledkaizenis‘incrementalcontinuousimprovement’whoseintegratedapproachisafundamentalaspectofleanphilosophy.Jidokaorautonomation(=automationwithhumantouch)isthefifthrankedtechniqueamongtheeightbestconsidered.Workcultureisfinelyingrainedwiththistechniquealongwiththecountry’stechnologicalfrontiers.ThesixthrankisactuallyatiewithfifthandiscalledJust-in-time.Ithasclosecorrelationwithjidokaandworkcultureofthenation.Kanban,whichwasoneofthepioneersofearlyleanmanagementerahasdroppeddowntoseventhposition.Thelastbest





Kaizen 70 5.83 7 0.833 2

Poke-yoke 72 6.00 7 0.857 1

5S 60 5.00 7 0.714 4

Kanban 70 5.83 7 0.833 3

Justintime 57 4.75 7 0.678 6

Jidoka 58 4.83 7 0.690 5

Takttime 49 4.08 7 0.583 8

Heijunka 57 4.75 7 0.678 7

Table 9. INDUSTRY A: The textile industry

Techniques Rank

Poke-yoke 1

5S 2

Heijunka 3

Kaizen 4

Jidoka 5

Justintime 6

Kanban 7

Takttime 8


26

techniqueinthelistisTakt-timeorcycletimewhichhasbecomeasecondnatureinthegrowingeraofadvancedtechnology(Tables9-10).

Thus,the“importanceofthebesttechniques”ofleaninSustainabilityphaseis:

5S(0.928)>Kaizen(0.833)>Kanban(0.785)=Heijunka(0.785)>Takttime(0.773) =Poke-Yoke(0.773)>Jidoka(0.642)>JustinTime(0.619).

5Sswipesthefirstspotinautomotivesparepartindustry.5Srepresentssort,setinorder,shine,standardizeandsustain.ItisfollowedbykaizenandKanbaninsecondandthirdspotrespectively.HeijunkaequalsKanbanandhasthefourthspotfollowedbyTakttimeandpoke-yokehavingsamedegreeofimportanceatfifthandsixthspotrespectively.TheseventhspotisacquiredbyJidoka,whilejustintimeendsupintheeighthspot(Table11).

Thus,the“importanceofthebesttechniques”ofleaninSustainabilityphaseis:

Poke-yoke(0.857)>Kaizen(0.833)=Kanban(0.833)>5S(0.714)>Jidoka(0.690)>Justintime(0.678)>Heijunka(0.678)>TaktTime(0.583)

Table 10. INDUSTRY B: The automotive spare parts industry

Techniques Rank

5S 1

Kaizen 2

Kanban 3

Heijunka 4

Takttime 5

Poke-yoke 6

Jidoka 7

Justintime 8

Table 11. INDUSTRY C: The electrical and electronics industry

Techniques Rank

Pokeyoke 1

Kaizen 2

Kanban 3

5S 4

Jidoka 5

Justintime 6

Heijunka 7

TaktTime 8


27

Mistakeproofingagaintopsthechartofmostpopulartechniquesofleaninelectrical/electronicsindustry.KaizenorcontinuousimprovementrankssecondwithequalprioritytoKanban.Itisfollowedby5S,Jidoka,Justintime,HeijunkaandTakttime.

4. CoNCLUSIoN

Thepresentanalysismarksaclearshiftintrendofleantechniquesinsustainabilitywithrespecttopreviousphasesandidentifiesthebestsetoftechniquestorealignthemodeofoperationsinthepresentcontextofthreeindustrieseachrepresentingthethreephasesofindustrialrevolutioni.e.IR1.0,IR2.0andIR3.0respectively.TheindustryA(Textileindustry)withoriginfromIR1.0hasimplementedleantechniqueswheremistake-proofing,5Sandproductionlevelling(Heijunka)topsthelist.Itsignifiesthattheabilityofmachinestodetectmistakesistheadvancementintechnologyinthisindustry.Thestandardisationprocess,5Smarksthatmakingsystemssustainableisthekeygoaloftheindustryaswell.Asevident,productionlevellingisalwaysacornerstonetobalancecapacityanddemandwhichjustifiesthethirdspoteffectively.TheindustryB(Automotivespareparts)hasstandardisationtechnique5Sinrank1whichsignifieshowpartmakingisdonethroughusingleantechniquesforbatchproduction.ItisfollowedbyKaizenwhichdemystifiestheconceptofcontinuousimprovementinoperations.ThethirdmostimportanttechniqueisKanbanwhichprioritizeswhichworktobeprocessedinwhatorderthroughcolouredcards.Italsoshowstheindustry’s’transittoJITproduction.TheindustryC(Electrical/Electronics)representsIR3.0inoriginwherepoke-yokeormistakeproofingemergesasthemostimportanttechnique.Itreflectsthattheindustryproduceserror-freecomponentslikechipsetc.onalargescale.ItisfollowedbyKaizen(JITtransitinproduction)andKanban(visualaidtoprioritizeworkflow)respectively.

These results justify the qualitative techniques that are quantified through the use of GreyRelationalAnalysistechnique.Thisanalysishasaveryfragrantperspectivetothemanager/decisionmaker.Theshiftintrendscanbeobservedand4M’s(Men,Machine,Material,andMethods)canbechannelizedintherightdirectionattherighttime.Itwouldhelpinstreamliningoperations,reducingresistance to market complexity (fluctuating demands), reduce costs and improve competitiveadvantageof industries.Thescopeof theanalysiscanbeextendedtovariousregionsovermorenumberoftechniquestofindthepresenttrendsofsustainableleantoacquirethemodernshiftintrendsofleanphilosophy.


28

ReFeReNCeS

Achanga,P.,Shehab,E.,Roy,R.,&Nelder,G.(2012).Afuzzy-logicadvisorysystemforleanmanufacturingwithinSMEs.International Journal of Computer Integrated Manufacturing,25(9),839–852.doi:10.1080/0951192X.2012.665180

Anisseh,M.,&Yusuff,R.M.(2011).DevelopingafuzzyTOPSISmodelinmultipleattributegroupdecisionmaking.Scientific Research and Essays,6(5),1046–1052.

Baines,T.,Lightfoot,H.,Williams,G.M.,&Greenough,R.(2006).State-of-the-artinleandesignengineering:Aliteraturereviewonwhitecollarlean.Proceedings of the Institution of Mechanical Engineers. Part B, Journal of Engineering Manufacture,220(9),1539–1547.doi:10.1243/09544054JEM613

Baporikar, N. (2020). Logistics Effectiveness Through Systems Thinking. International Journal of System Dynamics Applications,9(2),64–79.doi:10.4018/IJSDA.2020040104

Bashar,A.,&Hasin,A.A.(2019).ImpactofJITProductiononOrganizationalPerformanceintheApparelIndustryinBangladesh.Proceedings of the 2019 International Conference on Management Science and Industrial Engineering,184-189.doi:10.1145/3335550.3335578

Berkley,B.J.(1992).Areviewofthekanbanproductioncontrolresearchliterature.Production and Operations Management,1(4),393–411.doi:10.1111/j.1937-5956.1992.tb00004.x

Cappelli, P., & Rogovsky, N. (1998). Employee Involvement and Organizational Citizenship: ImplicationsforLaborLawReformandLeanProduction#x201D.Industrial & Labor Relations Review,51(4),633–653.doi:10.1177/001979399805100405

Cherrafi,A.,Elfezazi,S.,Chiarini,A.,Mokhlis,A.,&Benhida,K.(2016).Theintegrationofleanmanufacturing,SixSigmaandsustainability:Aliteraturereviewandfutureresearchdirectionsfordevelopingaspecificmodel.Journal of Cleaner Production,139,828–846.doi:10.1016/j.jclepro.2016.08.101

Dawes,J.(2008).Dodatacharacteristicschangeaccordingtothenumberofscalepointsused?Anexperimentusing 5-point, 7-point and 10-point scales. International Journal of Market Research, 50(1), 61–104.doi:10.1177/147078530805000106

Dennis,P.(2016).Lean Production simplified: A plain-language guide to the world’s most powerful production system.Crcpress.

Detty, R. B., & Yingling, J. C. (2000). Quantifying benefits of conversion to lean manufacturing withdiscrete event simulation: A case study. International Journal of Production Research, 38(2), 429–445.doi:10.1080/002075400189509

Doolen,T.L.,&Hacker,M.E.(2005).Areviewofleanassessmentinorganizations:Anexploratorystudyofleanpracticesbyelectronicsmanufacturers.Journal of Manufacturing Systems,24(1),55–67.doi:10.1016/S0278-6125(05)80007-X

Drucker,P.F.(1971).What we can learn from Japanese management.HarvardUniversity.GraduateSchoolofBusinessAdministration.

Fairris,D.,&Tohyama,H.(2002).ProductiveefficiencyandtheleanproductionsysteminJapanandtheUnitedStates.Economic and Industrial Democracy,23(4),529–554.doi:10.1177/0143831X02234004

Flynn,B.B.,Sakakibara,S.,Schroeder,R.G.,Bates,K.A.,&Flynn,E.J.(1990).Empiricalresearchmethodsinoperationsmanagement.Journal of Operations Management,9(2),250–284.doi:10.1016/0272-6963(90)90098-X

Galli, B. J. (2020). The Application of Systems Engineering to Project Management: A Review ofTheir Relationship. International Journal of System Dynamics Applications, 9(1), 81–106. doi:10.4018/IJSDA.2020010105

Graff,R. (2007). ImplementingLean-ACaseStudy InOrganizationalChange.Psychology and Education-Orangeburg,44(3/4),38.

Green,S.D.(1999).Themissingargumentsofleanconstruction.Construction Management and Economics,17(2),133–137.doi:10.1080/014461999371637

http://dx.doi.org/10.1080/0951192X.2012.665180

http://dx.doi.org/10.1080/0951192X.2012.665180

http://dx.doi.org/10.1243/09544054JEM613

http://dx.doi.org/10.4018/IJSDA.2020040104

http://dx.doi.org/10.1145/3335550.3335578

http://dx.doi.org/10.1111/j.1937-5956.1992.tb00004.x

http://dx.doi.org/10.1177/001979399805100405

http://dx.doi.org/10.1016/j.jclepro.2016.08.101

http://dx.doi.org/10.1177/147078530805000106

http://dx.doi.org/10.1080/002075400189509

http://dx.doi.org/10.1016/S0278-6125(05)80007-X

http://dx.doi.org/10.1016/S0278-6125(05)80007-X

http://dx.doi.org/10.1177/0143831X02234004

http://dx.doi.org/10.1016/0272-6963(90)90098-X



http://dx.doi.org/10.1080/014461999371637


29

Haddad,M.,&Otayek,R.(2019).AssessingtheSustainmentofaLeanImplementationUsingSystemDynamicsModeling:ACaseStudyofApparelManufacturinginLebanon.International Journal of System Dynamics Applications,8(4),14–29.doi:10.4018/IJSDA.2019100102

Hartini, S., & Ciptomulyono, U. (2015). The relationship between lean and sustainable manufacturing onperformance:Literaturereview.Procedia Manufacturing,4,38–45.doi:10.1016/j.promfg.2015.11.012

Hines,P.,Holweg,M.,&Rich,N.(2004).Learningtoevolve.International Journal of Operations & Production Management,24(10),994–1011.doi:10.1108/01443570410558049

Julong,D.(1989).Introductiontogreysystemtheory.Journal of Grey System,1(1),1–24.

Kippenberger,T.(1997).Applyleanthinkingtoavaluestreamtocreatealeanenterprise.The Antidote,2(5),11–14.doi:10.1108/EUM0000000006350

Krafcik,J.F.(1988).Triumphoftheleanproductionsystem.MIT Sloan Management Review,30(1),41.

Kuo,Y.,Yang,T.,&Huang,G.-W.(2008).Theuseofgreyrelationalanalysisinsolvingmultipleattributedecision-makingproblems.Computers & Industrial Engineering,55(1),80–93.doi:10.1016/j.cie.2007.12.002

Labedz,C.S.,&Gray,J.R.(2013).AccountingforLeanImplementationinGovernmentEnterprise:IntendedandUnintendedConsequences.International Journal of System Dynamics Applications,2(1),14–36.doi:10.4018/ijsda.2013010102

Li,G.-D.,Yamaguchi,D.,&Nagai,M.(2007).Agrey-baseddecision-makingapproachtothesupplierselectionproblem.Mathematical and Computer Modelling,46(3-4),573–581.doi:10.1016/j.mcm.2006.11.021

Liker,J.K.(2004).The14principlesoftheToyotaway:AnexecutivesummaryoftheculturebehindTPS.The Toyota Way,14(1),35–41.

Liker,J.(2004).The toyota way.Esensi.

Patel, M., & Desai, D. A. (2018). Critical review and analysis of measuring the success of Six Sigmaimplementationinmanufacturingsector.International Journal of Quality & Reliability Management,35(8),1519–1545.doi:10.1108/IJQRM-04-2017-0081

Ramachandran,L.,&Alagumurthi,N.(2013).LeanmanufacturingfacilitatorselectionwithVIKORunderfuzzyenvironment.International Journal of Current Engineering and Technology,3(2),356–359.

Shanbhag,N.,&Pardede,E.(2019).TheDynamicsofProductDevelopmentinSoftwareStartups:TheCasefor System Dynamics. International Journal of System Dynamics Applications, 8(2), 51–77. doi:10.4018/IJSDA.2019040104

Shukla,O.J.,Jangid,V.,Soni,G.,&Kumar,R.(2019).GreyBasedDecisionMakingforEvaluatingSustainablePerformanceofIndianMarbleIndustries.International Journal of System Dynamics Applications,8(2),1–18.doi:10.4018/IJSDA.2019040101

Spear,S.,&Bowen,H.K.et al.(1999).DecodingtheDNAoftheToyotaproductionsystem.Harvard Business Review,77,96–108.

Stone,K.B.(2012).Fourdecadesoflean:Asystematicliteraturereview.International Journal of Lean Six Sigma,3(2),112–132.doi:10.1108/20401461211243702

Sugimori,Y.,Kusunoki,K.,Cho,F.,&Uchikawa,S.(1977).Toyotaproductionsystemandkanbansystemmaterializationofjust-in-timeandrespect-for-humansystem.International Journal of Production Research,15(6),553–564.doi:10.1080/00207547708943149

Takeuchi,H.,&Nonaka,I.(1986).Thenewnewproductdevelopmentgame.Harvard Business Review,64(1),137–146.

Vanichchinchai,A.(2019).Exploringorganizationalcontextsonleanmanufacturingandsupplychainrelationship.Journal of Manufacturing Technology Management,31(2),236–259.doi:10.1108/JMTM-01-2019-0017

Vinodh,S.,&Vimal,K.E.K. (2012).Thirtycriteriabased leannessassessmentusing fuzzy logicapproach.International Journal of Advanced Manufacturing Technology,60(9-12),1185–1195.doi:10.1007/s00170-011-3658-y

Womack,J.P.,&Jones,D.T.(1997).Leanthinkingbanishwasteandcreatewealthinyourcorporation.The Journal of the Operational Research Society,48(11),1148.doi:10.1057/palgrave.jors.2600967


http://dx.doi.org/10.1016/j.promfg.2015.11.012

http://dx.doi.org/10.1108/01443570410558049

http://dx.doi.org/10.1108/EUM0000000006350

http://dx.doi.org/10.1016/j.cie.2007.12.002

http://dx.doi.org/10.4018/ijsda.2013010102

http://dx.doi.org/10.1016/j.mcm.2006.11.021

http://dx.doi.org/10.1108/IJQRM-04-2017-0081




http://dx.doi.org/10.1108/20401461211243702

http://dx.doi.org/10.1080/00207547708943149

http://dx.doi.org/10.1108/JMTM-01-2019-0017

http://dx.doi.org/10.1007/s00170-011-3658-y

http://dx.doi.org/10.1057/palgrave.jors.2600967


30

Biswajit Mohapatra is doing PhD in lean manufacturing in School of Mechanical engineering, KIIT Deemed to be university, Bhubaneswar, Odisha. His research areas are Lean manufacturing, supply chain management, project management and quality management.

Deepak Singhal (PhD) is currently working as Assistant Professor in School of mechanical engineering, KIIT Deemed to be University, Bhubaneswar, Odisha. His research areas are remanufacturing, system modelling, supply chain management, project management and quality management.

Sushanta Tripathy currently working as a Professor at the School of Mechanical Engineering in KIIT University, Bhubaneswar, Odisha, India. He has completed his PhD from the Department of Industrial Engineering and Management, Indian Institute of Technology, Kharagpur. His major areas of interest include production operations management, multivariate analysis, service operations management, supply chain management and productivity management. He is a Fellow of Institution of Engineers.

lean manufacturing towards sustainability

Documents