Studies of the lean production system
| Author | Methodology | Results |
|---|---|---|
| Shah and Ward (2003) | Questionnaire: 1757 answers | Operational performance increase |
| Bonavia and Marin (2006) | Questionnaire: 76 answers | Main tools: TPM, TQM, standardised work |
| Shah and Ward (2007) | Exploratory study | Correlation of 10 factors |
| Jezierski and Janerka (2013) | Survey: 300 plants | 64% don't understand lean tools |
| Netland (2013) | Exploratory study | Main tools: standardised work, kaizen, TQM |
| Losonci and Demeter (2013) | Study: 453 companies | “Advanced lean”: higher operational performance |
| Belekoukias et al. (2014) | Correlations study: 140 organisations | JIT and jidoka: operational performance increase |
| Netland et al. (2015) | Survey: 36 plants | Relation between control practices and lean implementation |
| Piercy and Rich (2015) | Longitudinal study: 5 companies | Correlation between lean tools and sustainability performance |
| Lacerda et al. (2016) | “VSM” tool study | Operators, inventory and cycle time reduction. Bottleneck eliminated |
| Netland (2016) | Survey: 432 professionals | CSFs: managerial and worker engagement |
| Antosz and Stadnicka (2017) | Questionnaire: 49 SMEs | Not implementing lean: 55% of SMEs |
| Tezel et al. (2018) | Questionnaire: 20 managers | 7 motivational factors, 20 lean techniques and 16 barriers |
| Sahoo and Yadav (2018) | Survey: 121 SMEs | Inadequate knowledge of lean tools in “Lean beginners” and “In-transition lean” |
| Hernandez-Matias et al. (2020) | “SEM” study: 202 companies | Correlation between HRLP and lean implementation |
| Rajagopalan and Solaimani (2020) | Longitudinal survey | Increased lean tools adoption |
| Rajagopalan (2020) | Longitudinal survey. Method: “TSREP” | 10% improvement in lean tools adoption |
| Singh and Kumar (2021) | Survey: 153 companies | Main tools: 5S, BIM |
| Garcia-Garcia et al. (2022) | “SMED” tool study | Reduction: time (30%), costs (10%). Increase: (70%) OEE |
| Shahriar et al. (2022) | “5S” tool study | Time reduction: internal processes |
| Gebeyehu et al. (2022) | “VSM” and “kaizen” tools study | Reduction: time (23%), WIP (8%), wait time (38%), distance (61%) |
| Author | Methodology | Results |
|---|---|---|
| Questionnaire: 1757 answers | Operational performance increase | |
| Questionnaire: 76 answers | Main tools: TPM, TQM, standardised work | |
| Exploratory study | Correlation of 10 factors | |
| Survey: 300 plants | 64% don't understand lean tools | |
| Exploratory study | Main tools: standardised work, kaizen, TQM | |
| Study: 453 companies | “Advanced lean”: higher operational performance | |
| Correlations study: 140 organisations | JIT and jidoka: operational performance increase | |
| Survey: 36 plants | Relation between control practices and lean implementation | |
| Longitudinal study: 5 companies | Correlation between lean tools and sustainability performance | |
| “VSM” tool study | Operators, inventory and cycle time reduction. Bottleneck eliminated | |
| Survey: 432 professionals | CSFs: managerial and worker engagement | |
| Questionnaire: 49 SMEs | Not implementing lean: 55% of SMEs | |
| Questionnaire: 20 managers | 7 motivational factors, 20 lean techniques and 16 barriers | |
| Survey: 121 SMEs | Inadequate knowledge of lean tools in “Lean beginners” and “In-transition lean” | |
| “SEM” study: 202 companies | Correlation between HRLP and lean implementation | |
| Longitudinal survey | Increased lean tools adoption | |
| Longitudinal survey. Method: “TSREP” | 10% improvement in lean tools adoption | |
| Survey: 153 companies | Main tools: 5S, BIM | |
| “SMED” tool study | Reduction: time (30%), costs (10%). Increase: (70%) OEE | |
| “5S” tool study | Time reduction: internal processes | |
| “VSM” and “kaizen” tools study | Reduction: time (23%), WIP (8%), wait time (38%), distance (61%) |
Source(s): Authors work
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