Measuring the Leanness of an organisation

International Journal of Lean Six Sigma - Tập 2 Số 1 - Trang 55-74 - 2011
SanjayBhasin1
1NOMS College, Stretton‐under‐Fosse, UK

Tóm tắt

PurposeExisting audits fail to fully encapsulate the complexities of an organisation's value chain and the significance of culture and change to the success of Lean. The purpose of this paper is to identify precisely what is meant by the term, “a genuine Lean organisation” through the application of a comprehensive Lean audit focused at manufacturing firms in the UK.Design/methodology/approachAn extensive audit was developed able to establish the juncture of an organisation's Lean journey. This was piloted within 20 manufacturing organisations in the UK. A total of 104 separate indices are used, which are grouped within 12 distinctive categories.FindingsThe audit provides an organisation with a Lean vision. Lean requires a considerable commitment and whilst successful implementations facilitate the improvement of numerous indices, the audit acquaints an organisation of the multifaceted requirements for Lean. Its real value is in identifying the juncture of Lean an organisation has accomplished.Research limitations/implicationsThe audit has been tested in 20 manufacturing organisations; a natural extension would be to replicate the exercise within the service sector.Practical implicationsThe audit results demonstrate how it is possible to split an organisation's Lean journey into seven evident phases. The feedback would improve the implementation records within the UK.Originality/valueThis paper tackles a void within the literature of a comprehensive Lean audit specifically examining: whether an organisation had adopted Lean as a philosophy, and to distinctively deduce the phase of a Lean journey the organisation had reached.

Từ khóa


Tài liệu tham khảo

Arnheiter, E.D. and Maleyeff, J. (2005), “Research and concepts: the integration of Lean management and Six Sigma”, The TQM Magazine, Vol. 17, pp. 5‐17.

Atkinson, P. (2010), “Lean is a cultural issue”, Management Services, Vol. 54, pp. 35‐44.

Baggaley, B. (2006), “Using strategic performance measures to accelerate Lean performance”, Cost Management, Vol. 20, pp. 36‐45.

Bayou, M. and deKorvin, A. (2008), “Measuring the Leanness of manufacturing systems – a case study of Ford Motor Company and General Motors”, Journal of Engineering Technology and Management, Vol. 25, pp. 287‐304.

Bicheno, J. (2004), The New Lean Toolbox, Picsie, London.

Bicheno, J. and Holweg, M. (2009), The Lean Toolbox, Picsie, Buckingham.

Bou‐Llusar, J., Escrig‐Tena, A., Roca‐puig, V. and Beltran‐Martin, I. (2005), “To what extent do enablers explain results in the EFQM excellence model”, International Journal of Quality & Reliability Management, Vol. 22, pp. 337‐53.

Campell, K. (2006), “The endless journey”, Plant Engineering, Vol. 60, pp. 51‐6.

Cocolicchio, B. (2008), “Creating your Lean future state”, Quality Progress, Vol. 41, pp. 88‐102.

Cousins, P., Lawson, B. and Squire, B. (2008), “Performance measurement in strategic buyer‐supplier relationships: the mediating role of socialization mechanisms”, International Journal of Operations & Production Management, Vol. 34, pp. 238‐58.

Doolen, T. and Hacker, M. (2005), “A review of Lean assessment in organisations: an exploratory study of Lean practices by electronics manufacturers”, Journal of Manufacturing Systems, Vol. 24, pp. 55‐67.

Eisenhardt, K. and Martin, J. (2010), “Dynamic capabilities”, Strategic Management Journal, Vol. 21, pp. 1105‐22.

Goldratt, E. (1990), The Theory of Constraints, North River Press, New York, NY.

Goodman, R.G. (2002), “Read a plant – fast”, Harvard Business Review, Vol. 80 No. 5, pp. 105‐13.

Goodson, R.G. (2002), “Read a plant fast”, Harvard Business Review, Vol. 8, pp. 105‐13.

Gurumurthy, A. and Kodali, R. (2010), “Application of benchmarking for assessing Lean manufacturing implementation”, Benchmarking, Vol. 16, pp. 274‐91.

Harbour, R. (2001), “It's not easy being Lean”, Automotive Industries, Vol. 11, pp. 5‐18.

Haskin, D. (2010), “Allocating internal audit costs in a Lean environment”, Internal Auditing, Vol. 25, pp. 25‐32.

Henderson, B. and Larco, J. (2003), Lean Transformation, Oaklea Press, New York, NY.

Husby, P. (2007), “Becoming Lean”, Material Handling Management, Vol. 62, pp. 42‐51.

Kobayashi (1996), 20 Keys to Workplace Improvement, Productivity Press, New York, NY.

Lee, Q. (2007), “Implementing Lean manufacturing”, Institute of Management Services Journal, Vol. 51, pp. 14‐19.

Liker, J.K. (2004), The Toyota Way – 14 Management Principles from the Worlds Greatest Manufacturer, McGraw‐Hill, New York, NY.

Mann, D. (2005), Creating a Lean Culture, Productivity Press, New York, NY.

Motley, W.T. (2004), “Lean Thinking”, Power, Vol. 148, pp. 72‐6.

Ransom, C. (2008), “Wall street view of Lean transformation”, available at: www.Lean.org/events (accessed 14 March).

Ritterbeck, R. (2007), “The impact of the audit score”, Quality, Vol. 46, pp. 3‐15.

Samuel, K. (2010), “Integrated Lean TQM model for sustainable development”, TQM Journal, Vol. 22, pp. 583‐99.

Schonberger, R. (1996), World Class Manufacturing, The Free Press, New York, NY.

Schonberger, R. (2008), “Lean performance management”, Cost Accountant, Vol. 22, pp. 5‐18.

Shah, R. and Ward, P. (2007), “Defining and developing measures of Lean production”, Journal of Operations Management, Vol. 25, pp. 785‐811.

Shahram, T. (2008), “Lean manufacturing performance in China”, Journal of Manufacturing Technology Management, Vol. 19, pp. 217‐31.

Sharma, M. and Bhagwat, R. (2007), “An integrated BSC‐AHP approach for supply chain management evaluation”, Measuring Business Excellence, Vol. 11, pp. 57‐69.

Shetty, S., Componation, P., Glolston, S. and Utley, D. (2010), “Assessing the extent of Lean implementation in an organisation”, IIE Annual Conference Proceedings, Norcross, GA, pp. 1‐6.

Singh, B., Garg, S. and Sharma, S. (2010), “Development of index for measuring Leanness”, Measuring Business Excellence, Vol. 14, pp. 46‐59.

Steward, T.A. and O'Brien, L. (2005), “Transforming an industrial giant”, Harvard Business Review, Vol. 83, pp. 14‐28.

Wan, H.‐D. and Frank, C.F. (2008), “A leanness measure of manufacturing systems for quantifying impacts of Lean initiatives”, International Journal of Production Research, Vol. 46, pp. 6567‐84.

Koenigsaecker, G. (2000), “Lean manufacturing in practice”, Industry Week, Vol. 9, pp. 11‐18.

Parks, C. (2002), “Instil Lean thinking”, Industrial Management, Vol. 44, pp. 14‐18.

Womack, J. and Jones, D. (2005), Lean Solutions, Simon and Schuster, London.

Thông tin
Thông tin xuất bản

International Journal of Lean Six Sigma

Tập 2 Số 1

55-74

Thông tin tác giả