P1 |
Continuous improvement culture based on innovation. |
(Jagoda et al., 2013Jagoda, K., Lonseth, R., & Lonseth, A. (2013). A bottom-up approach for productivity measurement and improvement. International Journal of Productivity and Performance Management , 62(4), 387-406. https://doi.org/10.1108/17410401311329625 https://doi.org/https://doi.org/10.1108/...
; Slack et al., 2013Slack, N., Brandon-Jones, A., & Johnston, R. (2013). Operations Management. Pearson.) |
P2 |
Active participation of managers throughout the lean journey. |
(Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/...
; Laureani & Antony, 2012Laureani, A., & Antony, J. (2012). Critical success factors for the effective implementation of Lean Sigma. International Journal of Lean Six Sigma , 3(4), 274-283. https://doi.org/10.1108/20401461211284743 https://doi.org/https://doi.org/10.1108/...
) |
P3 |
Retention Policy and valuing labour force (recognition, training, among other initiatives). |
(Alagaraja & Egan, 2013Alagaraja, M., & Egan, T. (2013). The Strategic Value of HRD in Lean Strategy Implementation. Human Resource Development Quarterly, 24(1), 1-27. https://doi.org/10.1002/hrdq.21155 https://doi.org/https://doi.org/10.1002/...
; Sisson & Elshennawy, 2015Sisson, J., & Elshennawy, A. (2015). Achieving success with Lean. International Journal of Lean Six Sigma , 6(3), 263-280. https://doi.org/10.1108/IJLSS-07-2014-0024 https://doi.org/https://doi.org/10.1108/...
; Wong et al., 2009Wong, Y. C., Wong, K. Y., & Ali, A. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521-535.) |
P4 |
Prioritisation of resources by management for implementation and maintenance of lean projects. |
(Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/...
; Rahbek Gjerdrum Pedersen & Huniche, 2011Rahbek Gjerdrum Pedersen, E., & Huniche, M. (2011). Determinants of lean success and failure in the Danish public sector. International Journal of Public Sector Management, 24(5), 403-420. https://doi.org/10.1108/09513551111147141 https://doi.org/https://doi.org/10.1108/...
; Rich & Bateman, 2003Rich, N., & Bateman, N. (2003). Companies’ perceptions of inhibitors and enablers for process improvement activities. International Journal of Operations & Production Management , 23(2), 185-199. https://doi.org/10.1108/01443570310458447 https://doi.org/https://doi.org/10.1108/...
). |
P5 |
Open communication stimulated by senior management towards all hierarchical levels. |
(Emiliani, 1998Emiliani, M. L. (1998). Lean behaviors. Management Decision , 36(9), 615-631. https://doi.org/10.1108/00251749810239504 https://doi.org/https://doi.org/10.1108/...
; Jagoda et al., 2013Jagoda, K., Lonseth, R., & Lonseth, A. (2013). A bottom-up approach for productivity measurement and improvement. International Journal of Productivity and Performance Management , 62(4), 387-406. https://doi.org/10.1108/17410401311329625 https://doi.org/https://doi.org/10.1108/...
; Wong et al., 2009Wong, Y. C., Wong, K. Y., & Ali, A. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521-535.). |
P6 |
Realistic deadlines for the execution of the proposed projects. |
(Mainga, 2017Mainga, W. (2017). Examining project learning, project management competencies, and project efficiency in project-based firms (PBFs). International Journal of Managing Projects in Business, 10(3), 454-504. https://doi.org/10.1108/IJMPB-04-2016-0035 https://doi.org/https://doi.org/10.1108/...
; Wu & Passerini, 2013Wu, D., & Passerini, K. (2013). Uncovering knowledge-based time management practices. International Journal of Managing Projects in Business, 6(2), 332-348. https://doi.org/10.1108/17538371311319052 https://doi.org/https://doi.org/10.1108/...
) |
P7 |
Lean coordination support the development throughout the project. |
(Dombrowski & Mielke, 2014Dombrowski, U., & Mielke, T. (2014). Lean Leadership - 15 Rules for a Sustainable Lean Implementation. Procedia CIRP, 17, 565-570. https://doi.org/10.1016/j.procir.2014.01.146 https://doi.org/https://doi.org/10.1016/...
; Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/...
). |
P8 |
Process of generating, storage and disseminating lessons learned associated with each lean project. |
(Guzzo et al., 2012Guzzo, C., Maccari, E. A., & Piscopo, M. R. (2012). Sistematização de um modelo de lições aprendidas em projetos como contribuição à aprendizagem organizacional. Revista Gestão e Planejamento, 12(3), 578-593.; Milton, 2010Milton, N. (2010). The Lessons Learned Handbook: Practical Approaches to Learning from Experience. Chandos Publishing.) |
P9 |
Projects contemplate the participation of suppliers in activities to improve processes. |
(Jadhav et al., 2014Jadhav, J. R., Mantha, S. S., & Rane, S. B. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma , 5(2), 122-148. https://doi.org/10.1108/IJLSS-12-2012-0014 https://doi.org/https://doi.org/10.1108/...
; Kim, 2015Kim, B.-C. (2015). Dynamic Control Thresholds for Consistent Earned Value Analysis and Reliable Early Warning. Journal of Management in Engineering, 31(5), 04014077. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000309 https://doi.org/https://doi.org/10.1061/...
; Wong et al., 2009Wong, Y. C., Wong, K. Y., & Ali, A. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521-535.) |
P10 |
A clear and objective definition of activities to be performed by operators, including procedures and working standards according to standards. |
(Lantz et al., 2015Lantz, A., Hansen, N., & Antoni, C. (2015). Participative work design in lean production. Journal of Workplace Learning, 27(1), 19-33. https://doi.org/10.1108/JWL-03-2014-0026 https://doi.org/https://doi.org/10.1108/...
) |
P11 |
Clarity of lean metrics to be achieved (Overall Equipment Effectiveness, takt time, etc.). |
(Braglia et al., 2019Braglia, M., Gabbrielli, R., & Marrazzini, L. (2019). Overall Task Effectiveness: a new Lean performance indicator in engineer-to-order environment. International Journal of Productivity and Performance Management , 68(2), 407-422. https://doi.org/10.1108/IJPPM-05-2018-0192 https://doi.org/https://doi.org/10.1108/...
). |
P12 |
Operators are apt to work with multiple types of equipment (polyvalence). |
(Angelis et al., 2011Angelis, J., Conti, R., Cooper, C., & Gill, C. (2011). Building a high commitment lean culture. Journal of Manufacturing Technology Management, 22(5), 569-586. https://doi.org/10.1108/17410381111134446 https://doi.org/https://doi.org/10.1108/...
; Birkie et al., 2017Birkie, S. E., Trucco, P., & Kaulio, M. (2017). Sustaining performance under operational turbulence. International Journal of Lean Six Sigma, 8(4), 457-481. https://doi.org/10.1108/IJLSS-12-2016-0077 https://doi.org/https://doi.org/10.1108/...
) |
P13 |
Autonomy granted to operators for decision making for working area activities. |
(Azambuja, 2011Azambuja, R. (2011). Influence of the knowledge of workers in a lean manufacturing system on the production indicators of an automobile company (Influência do conhecimento dos trabalhadores em sistema de manufatura enxuta sobre os indicadores de produção de uma empresa automo. University of Campinas.; Lantz et al., 2015Lantz, A., Hansen, N., & Antoni, C. (2015). Participative work design in lean production. Journal of Workplace Learning, 27(1), 19-33. https://doi.org/10.1108/JWL-03-2014-0026 https://doi.org/https://doi.org/10.1108/...
) |
P14 |
Application of basic concepts of continuous improvement (e.g. 5S) on the company’s everyday routine. |
(Ballé & Régnier, 2007Ballé, M., & Régnier, A. (2007). Lean as a learning system in a hospital ward. Leadership in Health Services, 20(1), 33-41. https://doi.org/10.1108/17511870710721471 https://doi.org/https://doi.org/10.1108/...
; Randhawa & Ahuja, 2017Randhawa, J. S., & Ahuja, I. S. (2017). 5S - a quality improvement tool for sustainable performance: literature review and directions. International Journal of Quality & Reliability Management, 34(3), 334-361. https://doi.org/10.1108/IJQRM-03-2015-0045 https://doi.org/https://doi.org/10.1108/...
). |
P15 |
Application of the seven basic wastes diffused by lean culture on the company’s everyday routine. |
(Bevilacqua et al., 2017Bevilacqua, M., Ciarapica, F. E., & De Sanctis, I. (2017). Relationships between Italian companies’ operational characteristics and business growth in high and low lean performers. Journal of Manufacturing Technology Management , 28(2), 250-274. https://doi.org/10.1108/JMTM-02-2016-0024 https://doi.org/https://doi.org/10.1108/...
; Karim & Arif-Uz-Zaman, 2013Karim, A., & Arif-Uz-Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196. https://doi.org/10.1108/14637151311294912 https://doi.org/https://doi.org/10.1108/...
) |
P16 |
Continuous improvement of processes considering ergonomics, health and well-being of employees. |
(Botti et al., 2017Botti, L., Mora, C., & Regattieri, A. (2017). Integrating ergonomics and lean manufacturing principles in a hybrid assembly line. Computers & Industrial Engineering, 111, 481-491. https://doi.org/10.1016/j.cie.2017.05.011 https://doi.org/https://doi.org/10.1016/...
; Zhang et al., 2017Zhang, L., Narkhede, B. E., & Chaple, A. P. (2017). Evaluating lean manufacturing barriers: an interpretive process. Journal of Manufacturing Technology Management , 28(8), 1086-1114. https://doi.org/10.1108/JMTM-04-2017-0071 https://doi.org/https://doi.org/10.1108/...
) |
P17 |
Lean tools application aiming to solve problems and for processes performance improvement. |
(Karim & Arif-Uz-Zaman, 2013Karim, A., & Arif-Uz-Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196. https://doi.org/10.1108/14637151311294912 https://doi.org/https://doi.org/10.1108/...
; Worley & Doolen, 2015Worley, J. M., & Doolen, T. L. (2015). Organizational structure, employee problem solving, and lean implementation. International Journal of Lean Six Sigma , 6(1), 39-58. https://doi.org/10.1108/IJLSS-12-2013-0058 https://doi.org/https://doi.org/10.1108/...
) |
P18 |
Identification of barriers for organisational changes towards performance improvement and actions to minimise them. |
Bhasin (Bhasin, 2012aBhasin, S. (2012a). Prominent obstacles to lean. International Journal of Productivity and Performance Management, 61(4), 403-425. https://doi.org/10.1108/17410401211212661 https://doi.org/https://doi.org/10.1108/...
) Zhang et al. (Zhang et al., 2017Zhang, L., Narkhede, B. E., & Chaple, A. P. (2017). Evaluating lean manufacturing barriers: an interpretive process. Journal of Manufacturing Technology Management , 28(8), 1086-1114. https://doi.org/10.1108/JMTM-04-2017-0071 https://doi.org/https://doi.org/10.1108/...
) |