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During the shift from gasoline vehicles to electric ones, auto parts manufacturing companies have realized the importance of improvement in the manufacturing process that does not require any layout changes nor extra investments, while maintaining their current production rate. Due to these reasons, for the auto part manufacturing company, I-company, this study has developed the simulation model of the PUSH system to conduct a process analysis in terms of production rate, WIP level, and logistics work’s utilization rate. In addition, this study compares the PUSH system with other three manufacturing systems -KANBAN, DBR, and CONWIP- to compare the performance of these production systems, while satisfying the company’s target production rate. With respect to lead-time, the simulation results show that the improvement of 77.90% for the KANBAN system, 40.39% for the CONWIP system, and 69.81% for the DBR system compared to the PUSH system. In addition, with respect to WIP level, the experimental results demonstrate that the improvement of 77.91% for the KANBAN system, 40.41% for the CONWIP system, and 69.82% for the DBR system compared to the PUSH system. Since the KANBAN system has the largest impacts on the reduction of the lead-time and WIP level compared to other production systems, this study recommends the KANBAN system as the proper manufacturing system of the target company. This study also shows that the proper size of moving units is four and the priority allocation of bottleneck process methods improves the target company’s WIP and lead-time. Based on the results of this study, the adoption of the KANBAN system will significantly improve the production process of the target company in terms of lead-time and WIP level.

To understand the benefits of the Lean manufacturing implementation in the Apparel Industry, a project was initiated in Pheonix International, Ludhiana (India). Different lean tools were implemented such as 5S, Kaizen, Poka-Yoke, Kanban, and Andon. Lean tools were implemented in all the departments including a fabric store, CAD lab, spreading and cutting department, sewing department, finishing and packaging department. Implementation of lean tools in apparel industry increases productivity by around 8%. The implementation of lean tools resulted in a reduction of cycle time. The lean tools also result in managing and reducing the garment manufacturing waste and thus increasing quality. At the same time, the organization must have to maintain the effectiveness of lean tools to gain benefits over a period.

One of the factors that ensure the company’s success in the market is a properly selected management system. This article is a study of the experience and prospects of implementing “just in time” and related modern management methodologies for Russian companies in a crisis situation caused by the СOVID-19 pandemic and its consequences. The authors suppose that there is a relationship between the use of these methods and a favorable socio-psychological climate in the team. The paper presents the theoretical material and experience ofcompanies belonging to various sectors ofthe economy. The study describes the conclusions based on the results of observation of the offi of the joint-stock company “Tochka”, which successfully applies “just in time”, scrum, agile, holacracy and lean thinking. The article describes the state of the company in the conditions of transition to remote work in connection with the COVID-19 pandemic.Based on the opinion of the employees obtained during the observation and conversation, the authors of the article suggest that the use of modern elements of the management philosophy allows the joint-stock company to maintain an optimal state of the socio-psychological climate, attracting employees, ensuring high productivity and engagement. Thus, the introduction of the just in time system and methods in modern Russian realities is quite feasible, but it will require signifiant effrts, fiancial investments, high-quality work on personnel selection.

This paper presents a historical overview of the development as well as the basic principles and characteristics of the Lean management system, with a review of the application of the Lean principle in the service sector. Certain Lean tools were also considered, such as: Just In Time (JIT), Kanban, Jidoka, Kaizen. The paper describes the implementation of the 5S method in the art warehouse (depot) of the Cultural Center „Lukijan Musicki“ from Temerin. The problems that appear in the functioning of the institution and its organization are discussed in detail, problematic segments are identified, the organization itself and employees are prepared for changes, and the concrete application of the 5C method with all its steps is applied. Each step of the 5S method is analyzed in detail and implemented in order to achieve the best possible final results.

This paper investigates the industry practices regarding the combinative use of Industry 4.0 and lean tools in the manufacturing sector. Following review of the literature, a questionnaire survey was distributed among manufacturing professionals in organizations which have already adopted Industry 4.0 technology and lean manufacturing, with the aim to highlight the popular combinations of tools as seen in manufacturing practice and capture the perceived level of their contribution to operational performance. The survey results show that Real time data, IoT for data exchange, big data analytics, Cyber –Physical Systems (CPS), predictive algorithms and robots are among the most popular I4.0 applications used to support lean attributes like continuous flow, Kanban, standardised work, TPM and continuous improvement. It also emerges that although the beneficial impact of lean production across the respondents’ organizations is widely accepted, the perceived impact of Industry 4.0 tools is not as clear.

In the era of digitalization, electronic Kanban (e-Kanban) extends the traditional Kanban with additional data and information sharing that allows for more flexible and optimized inventory planning. The lack of automated fill level measurements for load carriers still hinders the full automation of the process. Our aim is to develop a self-learning e-Kanban system that automatically triggers replenishment orders using machine learning and data from low cost, autonomous sensor modules that measure the fill level of load carriers. This paper explains the concept and presents a first version of the mentioned sensor module that consists of an Intel Realsense sensor and an NVIDIA Jetson Nano. An evaluation is presented as well using small load carriers, which shows the suitability of the proposed method.

This paper intends to capture the attention of the lean researchers towards a shift of priorities of the various techniques implemented in lean and its journey of 40 years in the global scenario. In particular, the paper focuses on the implementation of lean techniques in India under the banner of sustainability. The paper focuses on three industries, a textile industry representing industrial revolution 1.0, an automotive spare parts industry representing industrial revolution 2.0, and an electrical/electronics industry representing industrial revolution 3.0, named ‘A', ‘B', and ‘C', respectively, and analyses the priorities of the eight best techniques of lean in the sustainability phase. The techniques are Kaizen, Poke-Yoke, 5S, Kanban, Just-in-Time, Jidoka, Takt-Time, and Heijunka. The industries ‘A' and ‘C' have Poke-Yoke as the most critical technique and have been ranked one whereas in industry ‘B' 5S emerges as the most prolific technique in the Indian context of these industries.

To become a world class organisation, the basic requirements of any manufacturing company are Cycle time reduction, lower manufacturing cost and minimal inventory. To compete in the digital and dynamic world, the lean and agile manufacturing play a vital role to uplift the production process. Lean manufacturing prioritise the value addition by eliminating the repetitive, null valued processes in the manufacturing cycle. Agile manufacturing supports optimization, standardisation and automation of the development processes. The purpose of Lean and agile manufacturing is the customer satisfaction with a cost-effective price. The role of lean and agile manufacturing is vital to maintain the optimum work in process inventory in the production flow. In the present work, the concept of lean and agile manufacturing is applied in the boiler component fabrication work, where the aim is to determine the factors affecting the Work-In-Process (WIP) inventory levels to meet the required demand for each product. The decision variables are identified and their effects are analysed. The analysis is focused on root cause of the problem, fundamental problems associated with the systems, implementation of Kanban, inventory cost, reorder point etc. The work provides methodologies to minimize the total WIP inventory across all elements of the boiler component.

Background The appropriate management of a fine needle aspiration (FNA) supply cart and equipment set up is essential to ensure the smooth and optimal operation of a busy FNA clinic. We applied Lean strategies such as value stream mapping (VSM), the 5S method (Sort, Set in order, Shine, Standardize, Sustain), and Kanban to remove waste and improve patient flow in an FNA clinic. Methods The workflow analysis suggested that existent problems such as suboptimal inventory management and unavailability of standard operating procedures (SOPs) caused a 10% to 85% increase in total procedure time. To improve inventory management, we created a 2-bin Kanban system. We used the "Scan to Web" app and a Google Drive form to create a cost-effective electronic inventory management system. We distributed the essential SOPs in the format of video clips using our YouTube channel and leveraged barcode technology to access the links. Results Upon completion of our process improvement project, we succeeded to eliminate the stock-out events and maintain a process cycle efficiency of 87%. The 5S audit checklist result increased from 6% to 100% implementation, which is consistent with focused improvement. The developed inventory system enabled us to track the supply usage, forecast demands, and improve the accuracy of orders. Conclusions Lean methods such as VSM, 5S, and Kanban combined with open source technologies can be implemented to ensure material availability, track inventory, and provide immediate access to SOPs on demand. The developed system also led to increased efficiency and improved flow, as well as responsiveness to changes in demand.

Industry 4.0 technologies have attempted to transform current industrial settings to a level that we have never seen before. While at the same time, prevailing applications of Lean tools and techniques over the last 20 years have already dramatically reduced wastes ranging from shop floor production to cross-functional enterprise processes. This paper aims to provide a comprehensive review and report on links between Lean tools and Industry 4.0 technologies, and on how simultaneous implementation of these two paradigms affects the operational performance of factories. The existing and potential enhancements of Lean practices enabled by Industry 4.0 technologies such as wireless networks, big data, cloud computing, and virtual reality (VR) will also be explored. A cloud-based Kanban decision support system is also presented as a real-world demonstrator for integration of an Industry 4.0 technology (cloud computing) and a major Lean tool (Kanban).

Lean Manufacturing is a philosophy of continuous improvement to eliminate waste. This paper is the result of a case study conducted in south India's textile industry. Although the concept of lean manufacturing has shown good results in continuous process industry, compared with discrete manufacturing industry it has not been extensively utilized. Process industry and particularly textile industry has highly inflexible automatic machinery with high volume/low product variety. This complexity of the textile industry renders the introduction of lean manufacturing strategies a challenge; hence, it has been taken up as a challenge to introduce lean techniques in a textile market. To enhance the processes we chose a mix of meaning stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls. Potential levels of accomplishment prior to and after lean adoption were demonstrated using radar diagrams. The findings of this study show that a thorough analysis of the operation, set-up and changeover time (CO), the use of color coding for volume-mix recognition, the use of kaizen and the consistency circles that inspire the workers are some of the different keys to an effective lean implementation in a textile industry.

In this paper, an attempt is made to evaluate the continuous improvement techniques using hybrid MCDM techniques under fuzzy environment. The objective of the paper is to demonstrate the selection of best continuous improvement technique using Fuzzy Analytic Hierarchy Process (Fuzzy-AHP) and VIKOR. Lean Continuous, 5S, Kaizen, Poka-Yoke, Jidoka (Automation), and Kanban (Pull System) are considered as six alternative continuous improvement techniques. Number of Defects, Level of waste elimination, Cost, effective use of resources, Lead time between order and product delivery, and Quality of product are considered as six main evaluation criteria. Under each main criterion, two sub criteria are considered. The weights of priority of main criteria as well as the sub-criteria are computed using Fuzzy-AHP whereas the evaluation ratings/ weights of priority of alternatives with respect to each sub criteria are determined using Fuzzy-VIKOR. Finally, by using the weights of priority of main criteria and the alternatives’ evaluation ratings, the overall priority weights of alternatives are determined. Based on these overall priority weights, the alternatives are ranked. From the findings of the research, it is concluded that the results are more practical and realistic.

The most important goal of a manufacturing company is fulfilling all needs of its customers, which is only possible if an adequate quantity of finished products is available at all times. However, from the company’s perspective, having a huge stock does not mean an optimal solution, for it comes with a lot of expenses. The kanban system helps in the continuous improvement of the production system, namely in a way, that by its application we can prevent the overproduction and the supply shortages as well, while we can reduce the unnecessary in-process stocks. In order to control our production using kanban, we need to know how it works down to the smallest detail.

Egy termelővállalat legfontosabb célja a vevő minden igényének a kiszolgálása, ami akkor lehetséges, ha folyamatosan rendelkezésre áll megfelelő mennyiségű késztermék. A kanban rendszer segít a termelési rendszer folyamatos fejlesztésében, mégpedig oly módon, hogy alkalmazásával megakadályozhatjuk a túltermelést és a készlethiányt egyaránt, miközben a szükségtelen folyamatközi készleteket is csökkenthetjük. Ahhoz, hogy termelésünket a kanban rendszer használatával vezérelni tudjuk, a legapróbb részletekig ismernünk kell a gyártási folyamatainkat, hogy pontosan meg tudjuk határozni a kanban kártyák számát, melyek a rendszer alapját képezik. A kalkuláció után is érdemes szemmel tartanunk a rendszerünket, hiszen stabil működés esetén a kártyák számának csökkentésével könnyedén fejleszthetjük azt.

The Agile methodology, who knew a significant increase in influence and use by the IT development industry in the past two decades, is based on various newer or older methods. This paper will identify and describe the most popular and used methods belonging to Agile methodology based on published surveys by VersionOne in the last three years. During methods presentation, the main elements that make these methods so successful will be highlighted. The approach proposed is to identify these distinctive elements of each popular method and not to compare these key elements but rather to point out their complementary capabilities. This is a pre-requisite for a future study to propose a new Agile method based on these key elements.

To survive in a competitive environment, enterprises need to improve their business processes, prosper, make changes and be open to new opportunities. One way to make a business more competitive is to use logistics technologies. By applying and using logistics technologies, the enterprise manages to improve the quality of products, processes and applies a harmonious course of business activities. The main aim of the paper is to introduce selected logistics technologies based on the knowledge base, which consisted of studying domestic and foreign literature and through the survey to find out their application and usage in the Slovak enterprises. In processing and comparing in the theoretical part of the paper, a literature search, analysis and synthesis, induction and deduction, comparison and scientific abstraction are used. In Results, sorting method, elimination method and graphical method are used. The object of the research, which was carried out by a questionnaire survey, were small, medium-sized and large enterprises operating in the Slovak Republic. From selected logistics technologies, respondents use Just in Time more than Kanban. Their use is mainly in large and medium-sized enterprises of a production nature.

The paper is proposing a solution by retrofitting existing machines and integrating individual process equipment to form autonomous flexible subassemblies that share a material-handling system and the same communication network. Socket communication is a technology developed on TCP/IP protocols; and it is used throughout this research study for data and information exchange. The communication part is programmed in C#. The paper demonstrates the use of XML messages for all subassemblies to share information and to exchange the product and production information with the factory database. All subassemblies have logics to verify raw material inputs with online accessible product recipes, broadcasted from the central MES, and to reconfigure proper machine settings accordingly. The communication also makes possible use of real-time Lean Kanban to identify a status of works. Kanban mechanism provides flexibility to the autonomous process; it allocates the works to an available subassembly. Data visualization is also exploited in the paper for production technicians to monitor whole subassembly performance, with regard to the availability of information stored in database.

Lean manufacturing is one of the most widely used tools in the contemporary manufacturing industry to improve the business performance via achieving higher efficiencies at reduced cost structures. However, the apparel industry has not yet been able to realize the full potential benefit scheme of this change initiative. Thus, this research is formulated to identify key barriers faced by the apparel industry which hinder the utilization of the full spectrum of lean benefits. A comprehensive literature review was conducted along with the feedback from the industry professionals to identify key barriers of lean implementation which were categorized under six lean tools. A pilot study was conducted targeting lean practitioners and identified three lean tools (TPM, 5-S and Kanban) as the most decisive tools for further investigations. A detailed survey questionnaire formulated on those prioritized lean tools was distributed to lean practitioners (executives and managers) in lean implemented Sri Lankan apparel factories. Quantitative feedback was obtained using ‘1-5 Likert Scale’ and prioritized using ‘Relative Importance Index’ to identify the most critical barriers pertaining to the feasibility of lean implementation and continuation. A comprehensive list of recommendations was developed using the findings of the literature and the qualitative feedback from the survey.

Pull system and Kanban are effective lean manufacturing tools. Though many companies in various manufacturing fields have successfully implemented pull manufacturing using Kanban systems, such studies in apparel manufacturing are rarely found. Kanban system was implemented in an apparel manufacturing company, which had implemented some of the lean manufacturing tools. The apparel manufacturing line was identified in four different sub sections and separate Kanbans were used in each sub section. The system was evaluated using two parameters: the number of Kanban cards in each point; the production output. Correct number of Kanban cards were found at all the time of the monitoring period of two weeks-the production efficiency has increased by 22%.

The mathematical programming model, upon which the frequency model is based, and some computational experiences are also presented. The mathematical programming model, upon which the frequency model is based, and some computational experiences are also presented. The goal of this project was to provide new, state of the art tools to support logistic network activities and to enhance the productivity of logistics employees by providing them with an integrated set of tools running under a common operating system on a common hardware platform. To a certain extent the workbench can be considered like a host available under your office desk. In addition to the use of the workbench environment as a means for integrating different information and providing an easy to use tool to manage the information obtained, specific logistic modules have been prototyped. The modules developed so far cover the areas of Network simulation, Kanban Engineering, Network monitoring and Inventory profile analysis.

The evolution of ITmarket brings uscomplex technologies which can go beyond theprocessingpower of the human brain. Daily processes and business activities were modified, some of them being completely removed from the industry, so the society had to accept the changes and to adapt to the new values and principles.Every person must develop new skills, trying to find better ways of doing the day by day work. The aim of this paper is to present “Agile” as an innovative way of thinking in a challenging world, beside all the principles and practices that define it. In this study, the most important agile methods and methodologies (Scrum and Kan-ban) will be presented, discovering similarities, differences, but more important how they can work together.

Ready Made Garments (RMG) industry plays an important role for the economic development of Bangladesh. This industry has promoted our country in the world through the motto ‘Made in Bangladesh'. But this sector has got a number of formidable challenges for the sustainable future growth. The phase out of export quota system has made the trading environment severely competitive. Moreover, in today's fast fashion, customer wants to get products of low cost and short lead time. To sustain in this competitive market, there is no alternative to adopt lean philosophy in every sphere of apparel industry for the sustainable development. The concept of lean is to eliminate the wastes that don't add value for the products and to reduce the lead time. This study focused on the reduction of lead time by minimizing the wastes that are responsible for longer lead time by using lean tools. Data was collected using time study method. Some data were also collected from interviewing with management. Then the current state of the value stream mapping was drawn. Wastes were identified by using value stream mapping. Pareto analysis was used to rank the wastes which were playing significant role for long lead time. Then root cause analysis was used to identify causes behind the wastes. Lean tools like Kanban, Single Minute Exchange of Die and Total Productive Maintenance were used to minimize the wastes. Then the future state of the value stream mapping was drawn that depicted the improvement. Finally, this study suggested some recommendations for minimizing wastes and making their processes more efficient and leaner. This study extracts the common scenario of the garments sector of Bangladesh by depicting the existing pictures of the value stream. It is high time apparel industry of Bangladesh fully absorbed lean philosophy and walked through the path of continuous improvement.

In competitive environment lean manufacturing is necessary in every industry. Lean production is a standard manufacturing mode of the 21st century All the manufacturing industries have put a continuous efforts for its survival in these current world. In order to handle the critical situations manufacturers are trying to implement new and innovative techniques in their manufacturing process. Later on lean was formulated and developed as the solution to the fluctuating and competitive business environment. Due to rapid change in business environment the manufacturing organization are forced to face challenges and complexities in the competition. The concept of lean manufacturing was developed for maximize the resource utilization and minimize the wastes. The main focus of the lean manufacturing is to satisfy customer demands for high quality and low cost. The technique not only identifies the reasons for waste but also helps in its removal through marked principles and guidelines. Lean Manufacturing is an efficient and fast growing approach in the world of competition. Lean manufacturing utilizes a wide range of tools and techniques the choice of tools is based on the requirement. Many parameters contribute success of lean. Organizations which implemented lean manufacturing have higher level of flexibility and competitiveness. However, lean manufacturing provides an environment that is highly conducive to waste minimization. The majority of the study focuses on single aspect of lean element, only very few focuses on more than one aspect of lean elements, but for the successful implementation of lean the organization had to focuses on all the aspects such as Value Stream Mapping VSM , Cellular Manufacturing CM , U line system, Line Balancing, Inventory control, Single Minute Exchange of Dies SMED , Pull System, Kanban, Production Leveling etc., G. K. Kiran Kumar "Understanding the Need of Implementation of Lean Techniques in Manufacturing Industries: A Review " Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-3 , April 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23194.pdf

PurposeThe purpose of this paper is to empirically examine lean manufacturing (LM) practices and to quantify their impact on business performance (BP), with particular emphasis on the mediating role of operational performance (OP) in deriving the BP benefits commonly linked with LM. It also seeks to identify those lean practices most appropriate for application.Design/methodology/approachEmpirical data on LM practices were collected using a structured survey questionnaire. The sampling frame was Jordanian companies registered and listed by the Amman Chamber of Commerce. In total, 500 questionnaires were distributed among 300 companies and a total of 249 completed questionnaires were eligible for statistical processing, a response rate of 49.8 percent. Invalid questionnaires were eliminated, leaving 228 usable. The theoretical relations were tested by structural equation modeling.FindingsAlthough the results of the statistical analysis indicate a positive and significant impact of implementing LM practices on both OP and BP, they also show that the various LM practices did not receive equal recognition among the organizations surveyed. The most commonly adopted lean principles were found to be total preventive maintenance, statistical process control and housekeeping 5S.Research limitations/implicationsOther lean practices have not been considered as a dimension in this study. However, it opens new avenues of investigation relevant to lean practices.Practical implicationsThe most significant implication of the study is that managers in manufacturing firms should place more emphasis on LM practices when developing strategies for leveraging performance. The study shows that the LM approach contributes to BP when LM practices are simultaneously implemented.Originality/valueThe originality of this study lies in the new context in which it was conducted. The study adds value by investigating the implementation of LM practices which have been transferred from developed to developing countries and by empirically examining their impact on key performance indicators within the Jordanian manufacturing sector.

The production of customized products in small batch sizes represents a major challenge for the industry. Especially the assembly environment is affected due to less possibilities for economical automation, thus manual assembly remains an important part of production. Assistive systems for manual assembly aim at minimizing the challenges associated with a customer driven production. These systems support human workers by providing manufacturing information, highlighting material boxes or identifying assembly errors. To do so assistive systems need to be user-centered and allow a flexible adaption to new products or assembly processes. With our approach, we present a concept that uses RFID technology and sensory input to enable an intelligent material supply system. This enables an automatic identification and data capture (AIDC) for assistive systems. Existing materials at the working station, including position and numerical quantity can be recognized and matched with the production order. Advantages and potential outcomes for assistive systems, like autonomous pull request for material (Kanban), are discussed in this paper. Furthermore, we describe the structure and implementation of our concept using the example of the manual working station of SmartFactoryKL. The development of the system, the achieved improvements as well as identified challenges for assistive systems will be presented. The prospects for further developments and their potential will be discussed.

Agile project management has been widely applied, especially in software development projects, but there are still very few implementations in IT Infrastructure projects. This study aims to improve knowledge about the implementation of agile project management on IT Infrastructure. This paper uses case studies and Design Science Research Methodology on a pharmaceutical company that transforms the IT network infrastructure for branch offices from conventional WAN topology to SD-WAN topology, managed by agile project management Lean and Kanban. As a contribution, this study proposes a project management model for IT Infrastructure agile adoption inspired by Kanban and Lean agile project management frameworks for implementing network transformation.

Energy PEC Enterprise provides enterprises with the function of energy visualization Kanban. Users can customize their energy-using devices by checking the box on the home page, and see the changes of energy consumption of the devices in real time, so as to achieve the overall energy-using macro data management of Zhen ding Technology.

In conditions of increasing of load caused by rapid development of new coronavirus infection (COVID-19) pandemic, health care systems of various countries faced the shortage of basic resources, including individual protection means for medical personnel and population that required taking complex measures to eliminate the situation. In the Tomsk oblast, the unified system of supplying medical organizations with individual protection means was organized. The system provides centralization of management of supplies and their distribution; standardization of approaches to using, accounting, storage and utilization of protection means depending on type and conditions of medical care support; monitoring system of provision of individual protection means applying lean manufacturing tools. The implementation of the project made it possible to ensure at the initial stage of the pandemic the maintenance of individual protection means stock in every institution not less than for 7 days and subsequently not less than 30 days demand.

This is a paper presenting a case study of raw material stock optimization and Kanban system implementation in a company from the automotive field. This case study comes within the framework of many problems known in terms of raw material management like obsolescence, stockout and stock coverage variation between different raw material categories.

This article is aimed to uncover the opportunity to increase company's efficiency improvement using agile methodologies for managing IT projects. Transforming a company's organizational culture and ways of doing business is an important step in the overall digital transformation process. This makes the choice of the topic of the article relevant. Successful digital transformation of the company increases the efficiency of its operations. Rapidly changing IT services' market require flexibility and fast reaction from the companies, which are involved in IT services production. Vary of agile methodologies allow to be aligned with modern market conditions. The object of the study was the LLC "T-systems"one of the world's leading IT service providers and suppliers of digital services. Taking into account companies' size several agile scaling methodologies, such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe) and Nexus, were reviewed and compared to choose appropriate one for the company's specifics. To reach the expected result and start to work on chosen methodology, transition plan was developed using example of one of the company's development areas. In each transformation it is important to measure its success. For that the Evidence-Based Management (EBM) approach was applied to build key indicators system for success measurement toward transformation goals.

In this study, we investigate the e-Kanban system in automotive manufacture in Indonesia. We discussed the role of e-Kanban in the supply chain on the e-kanban implementation based on the focal company perspective. The system is a web-based application used by all automotive suppliers as part of supply chain integration. Using the case study methodology, we describe the system's implementation, the history, difficulties, and differences from traditional Kanban. The study results give us a new insight into e-Kanban usage, especially the information system and lean practices within the supply chain. Findings from the focal company's perspective describe the adaptations made during the e-Kanban system implementation to lessen problems created by traditional Kanban systems, which results in better integration for internal and external supply chains.

Lean operation has become a very important concept to be adopted in every manufacturing company. Since the competition of companies that strives to be the best in their business are aligned with the spirit of continuous improvement from lean operation. And as a local toy manufacturing company, they also concerns' in continuously improve their process to reach a better customer satisfaction. This research aims to identify lean wastes in the focus of logistics as a part of supply chain in the company injection molding production line. Hence, by doing direct observation and brown paper critique to gather the data, it was found that the usage of push production system in the process of material preparation has leads to the delayed material supply to the production line as a problem. Therefore, to encounter the problem, Kanban system as a material management system and a tool to apply pull production system was proposed. In addition, the performance of Kanban system application between material department and production line in the company was analyzed by a business process simulation software and has leads to 13% improvement of supply chain metrics.

This paper discusses the problems of material and information flow in a complex product manufacturing process. It presents an ICT solution that augments Kanbans in order to enable flexible and pervasive control on state and delivery of material on workstations. The paper deliberates methods and tools that can be possibly applied in such production systems. The best-practices and modern technologies are taken into consideration in the context of small-medium enterprises (SMEs). It is assumed that important factors and constraints are: low costs, low instrumentations, and high flexibility. The complexity of products and the manufacturing systems makes the management and control process even more difficult. The deployment of distributed intelligence and decision support systems can facilitate the compliance with industrial standards and the migration towards the automation levels required by industry 4.0 also in SMEs.

Lean manufacturing objective is to eliminate the waste from the manufacturing process, and six sigma is grasping the variations within the process and tries to reduce them. Lean manufacturing or six sigma alone cannot improve the quality, customer satisfaction rate, net earnings and also cannot reduce the overall production cost of the organization, but the combined approach may solve these issues. Lean six sigma (LSS) is a combined approach which maximizes the overall value and minimizes the production cost by applying their tools and techniques such as VSM, JIT, 5S, Kaizen, and Kanban. The objective of this paper is to assess the benefits of LSS approach in a manufacturing organization. The data are collected through convenient sampling approach from manufacturing organizations situated in India and analyzed through integrated relative importance index and simple regression analysis approach. The findings of the study contributed to manufacturing industries and lay down a few suggestions for implementing lean six sigma in case manufacturing organizations. The three different manufacturing organizations considered performing this study. The study concluded that the implementation of LSS supports the case industries to improve their quality, cost, delivery, production capacity, net earnings, overall savings, customer satisfaction and reduce their defects, inventory, cycle time, and machine breakdown. The study helps LSS practitioners and academician to better understand the benefits observed while implementing the lean six sigma approach in manufacturing organizations.

El llamado lean manufacturing (también “producción ajustada”, en España) ha sido durante años el modelo de éxito que ha llevado muchas empresas a la excelencia operacional. Sin embargo, los cambios en el mercado que requieren producción personalizada en masa barata parecen estar fuera del alcance de la metodología lean, más pensada para una producción más estable. La Industria 4.0 nace como un sistema prometedor para hacer frente a futuros desafíos en entornos productivos por medio de la automatización y el intercambio de datos gracias a los sistemas ciber-físicos y al Internet de las Cosas. La relación entre lean e industria 4.0 atrae a muchos investigadores en gestión y el número de publicaciones y referencias no para de aumentar con rapidez. No obstante, la falta de aplicaciones reales lleva a trabajos teóricos sobre posibles resultados en multitud de aspectos. El objetivo de este artículo es explorar y evaluar, por medio de una revisión sistemática que llega a setiembre de 2019, el trabajo previo sobre la relación entre lean manufacturing e industria 4.0, para poder entender si ambos enfoques se pueden integrar y si entre los elementos de ambas corrientes existen sinergias. Además, se realiza un estudio bibliométrico. Aunque distintos escenarios son posibles, muchos se refieren a una mejora de las herramientas lean gracias a la información en tiempo real. La mayoría muestra una evolución, no una revolución. El lean ofrece procesos estables que pueden ser automatizados y digitalizados con éxito. De otro modo las nuevas tecnologías no podrán aprovechar los procesos mal gestionados. El papel del personal se ha estudiado poco en los trabajos revisados. This work has been funded by el Ministerio de Ciencia, Innovación y Universidades (Government of Spain) though the OPTHEUS project (ref. PGC2018-095080-B-I00), including European Regional Development Funds (ERDF).

Even though Lean principles have already been broadly applied to the manufacturing industry [1] , we cannot say the same regarding software development. The objective of this article is therefore to present a real experience where the Lean Kanban method [2] was applied by a software development team from an IT consulting firm. The team (7 people) is responsible for the maintenance of internal management applications at a large governmental organization (over 4,000 employees). It had to combine new evolutionary developments with corrective maintenance and incident resolution within the production area of 20 to 25 information systems with heterogeneous purposes and technologies.

The objective of this research is to determine the number of kanban in the pull system for automotive axle mixed-model production line. The number of Kanban composes of the cycle stock kanban, buffer stock kanban, and safety stock kanban. The results show that the parameters affecting the number of kanban must have to be controlled to meet customer demand. The parameters involving the kanban number are the cycle time, Overall Equipment Effectiveness, safety stock factor, changeover time and Every Part Every Interval.

It has been observed that there is an increasing trend of implementing Lean Techniques as a whole in general and Kanban in particular in the software development process all across the globe to reap the proclaimed advantages of these techniques as documented in the available literature and verified by the Lean practitioners. The main goal of this paper is to highlight the present state of implementation and usage of Kanban techniques in the software development process, its obtained and to-be-obtained benefits, challenges that are being faced by the software development companies and the reason(s) of motivation that compels the organization to adopt Kanban technique. Furthermore, the solutions for challenges identified during the study will also be suggested. In order to achieve this, an empirical study has been conducted encompassing a survey followed by complementing thematic interview sessions with 241 employees of 67 software companies of Pakistan. The companies involved in the empirical study have reasonable years of experience in practicing Agile and Lean techniques. Generally, the obtained results depict that the usage of Kanban techniques is rather positive and appreciative; however, the challenges that are being faced in Kanban adoption are lack of specialized training and experience pertaining to its usage and a too conventional organizational culture.

The paper analyses potential impacts of the Kanban Maturity Model (KMM) on the current Software Process Improvement (SPI) Approaches as represented in the SPI Manifesto. Additionally, the paper presents and compares ISO/IEC 33014 (2013), the PEMM Model, ImprovAbility Model and Test Process Improvement (TPI) with KMM. It also contains a short comparison between the agile extension of TestSPICE and the KMM. In the last section the paper explores where the SPI community can benefit from ideas of the KMM.

Context Kanban is increasingly being used in diverse software organizations. There is extensive research regarding its benefits and challenges in Software Engineering, reported in both primary and secondary studies. However, these results have not been synthesized yet. Goal to investigate and identify the actual benefits and challenges of using Kanban in Software Engineering to support practitioners in understanding and analyzing the benefits and challenges of adopting Kanban in their software projects. Method to use the Structured Synthesis Method to aggregate existing empirically-grounded evidence in the published primary studies regarding using Kanban in Software Engineering. Results from the 20 selected primary studies in which over 16 benefits were identified, four had the most robust results in the aggregation, i.e., with the most confidence associated, namely: ‘work visibility,’ ‘control of project activities and tasks,’ ‘flow of work,’ and ‘time-to-market.’ Furthermore, the ‘organizational culture’ was identified as the most dominant challenge in Kanban implementations. Conclusions Syntheses studies represent a fundamental step in organizing the body of evidence as an empirically-grounded reference for decision-making in practice. The benefits with most confidence indeed appear to be the ones intrinsically linked to the Lean thinking and the Kanban approach. As Kanban originated in the manufacturing, it is interesting to observe this kind of confirmation in the software domain. Still, there are several benefits and challenges which still lacks the appropriate level of evidence. We also noticed the absence of negative results reported in the technical literature. These aspects need the additional attention of the research community.

Purpose The Pension Trust Company (PTC) in Ghana is the sole agency responsible for the management of the first-tier pension scheme as well as processing of claims submitted by beneficiaries for this scheme. The claim processing system at PTC was wrought with significant delays resulting in severe customer dissatisfaction and hardship to retirees. Hence, a new system – Age 54+ project – was developed to address the problems related to claims processing. The purpose of this paper is to report on the efficiency gains from the new claim processing system implemented at PTC and to use the philosophies behind the lean operations concept to explain the results. Design/methodology/approach Data for this study were obtained from the benefits system of PTC for the period 2009–2013. The data consist of a series of benefits processing time for two groups of 56,000 claimants – those cleared under the Age 54+ project and those cleared under the old processing system. The processes of the two claim processing systems were analysed and their processing times compared. Findings The new system – Age 54+ – decreased the average processing time for new claims by 20 per cent. The new system is a simple approach which is driven by a “Let’s Start in Time” idea. Originality/value The operations management literature suggests that process redesign approaches and the implementation of continuous improvement techniques represent mechanisms for achieving performance improvements at governmental agencies. This study shows and discusses the redesign of a social security scheme process using a lean operation concept of waste elimination method and application of kanban to deliver performance improvement.

This paper explores data science project management by first noting the need for a new process management framework and then defines a process framework that effectively supports the needs of a data science team. The paper also reports on a pilot study of teams using the framework. The framework adheres to the lean Kanban philosophy but augments Kanban by providing a structured iteration process for teams to incrementally explore and learn via lean hypothesis testing. Specifically, the Structured Kanban Iteration (SKI) framework focuses on having teams define capability-based iterations (as opposed to Kanban-like no iterations or Scrumlike time-based sprints). Furthermore, unlike Kanban, the framework leverages Scrum best practices to define roles, meetings and artifacts. Thus, SKI implements the Kanban process, but with a more repeatable and structured approach.

Specifics of the implementation of lean manufacturing management system (SMPS) tools at the domestic enterprises of the defense-industrial complex, who take efforts towards the increase of the economic efficiency of their production and business operations, have been reviewed. The applied SMPS tools introduced or being introduced by business entities have been analyzed. Approaches to planning and content of the stages of SMPS tools implementation at the defense industry enterprises have been formulated.

Following a well-established track record of success in other domains such as manufacturing, Kanban is increasingly used to achieve continuous development and delivery of value in the software industry. However, while research on Kanban in software is growing, these articles are largely descriptive, and there is limited rigorous research on its application and with little cohesive building of cumulative knowledge. As a result, it is extremely difficult to determine the true value of Kanban in software engineering. This study investigates the scientific evidence to date regarding Kanban by conducting a systematic mapping of Kanban literature in software engineering between 2006 and 2016. The search strategy resulted in 382 studies, of which 23 were identified as primary papers relevant to this research. This study is unique as it compares the findings of these primary papers with insights from a review of 23 Kanban experience reports during the same period. This study makes four important contributions, (i) a state-of-the-art of Kanban research is provided, (ii) the reported benefits and challenges are identified in both the primary papers and experience reports, (iii) recommended practices from both the primary papers and experience reports are listed and (iv) opportunities for future Kanban research are identified.

As continuous improvement tools evolve, so does the complexity and the size of data. With the ubiquity of data and the scale of machine automation, abilities for rapid decision making and handling of ever increasing complexity of system become necessary. Kanban is on the robust tool to visualize any process. In this paper, we propose a cloud Kanban framework that enables deployment of process excellence. The study addresses two research questions: (1) how can a robust cloud-based Kanban decision support framework work for a service industry, particularly in operations? (2) how can an evolutionary algorithm, specifically Ant Colony Optimization (ACO), augment a cloud-based Kanban decision support framework?