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Sustainable lean in SMEs : a quantitative analysis into improvement actions

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Abstract
Lean has established itself as the primordial approach to obtain operational excellence. Its simple and intuitive techniques focus on reducing lead time through continuous improvement, involving all levels of employees in the organization. However, the rate of successful implementations has remained low. This paper contributes to the understanding of continuous improvement in a Lean context, by analyzing a database of almost 10.000 improvement actions, from 85 companies, covering the time frame 2010-2018. It discusses categories of actions, their impact and cost, as well as key characteristics of the companies. It proposes an objective criterion to identify "success" and "failure" in Lean implementation and trim to link these to operational results. It is probably the first time an analysis of this magnitude on the subject has been performed.
Keywords
lean manufacturing, efficiency enhancement, productivity, continuous improvement

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Citation

Please use this url to cite or link to this publication:

Chicago
Van Landeghem, Hendrik, Dieter Claeys, and Thomas Van Landeghem. 2018. “Sustainable Lean in SMEs : a Quantitative Analysis into Improvement Actions.” Management and Production Engineering Review 9 (4): 10–19.
APA
Van Landeghem, H., Claeys, D., & Van Landeghem, T. (2018). Sustainable lean in SMEs : a quantitative analysis into improvement actions. MANAGEMENT AND PRODUCTION ENGINEERING REVIEW, 9(4), 10–19.
Vancouver
1.
Van Landeghem H, Claeys D, Van Landeghem T. Sustainable lean in SMEs : a quantitative analysis into improvement actions. MANAGEMENT AND PRODUCTION ENGINEERING REVIEW. 2018;9(4):10–9.
MLA
Van Landeghem, Hendrik, Dieter Claeys, and Thomas Van Landeghem. “Sustainable Lean in SMEs : a Quantitative Analysis into Improvement Actions.” MANAGEMENT AND PRODUCTION ENGINEERING REVIEW 9.4 (2018): 10–19. Print.
@article{8610252,
  abstract     = {Lean has established itself as the primordial approach to obtain operational excellence. Its simple and intuitive techniques focus on reducing lead time through continuous improvement, involving all levels of employees in the organization. However, the rate of successful implementations has remained low. This paper contributes to the understanding of continuous improvement in a Lean context, by analyzing a database of almost 10.000 improvement actions, from 85 companies, covering the time frame 2010-2018. It discusses categories of actions, their impact and cost, as well as key characteristics of the companies. It proposes an objective criterion to identify {\textacutedbl}success{\textacutedbl} and {\textacutedbl}failure{\textacutedbl} in Lean implementation and trim to link these to operational results. It is probably the first time an analysis of this magnitude on the subject has been performed.},
  author       = {Van Landeghem, Hendrik and Claeys, Dieter and Van Landeghem, Thomas},
  issn         = {2080-8208},
  journal      = {MANAGEMENT AND PRODUCTION ENGINEERING REVIEW},
  language     = {eng},
  number       = {4},
  pages        = {10--19},
  title        = {Sustainable lean in SMEs : a quantitative analysis into improvement actions},
  url          = {http://dx.doi.org/10.24425/119542},
  volume       = {9},
  year         = {2018},
}

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