Skip to main content
SpringerLink
Log in

Lean Thinking: A Transversal and Global Management Philosophy to Achieve Sustainability Benefits

  • Chapter
  • First Online:
Lean Engineering for Global Development

Abstract

The purpose of this paper is to discuss the relevance of Lean Thinking principles implementation around the world, both in industry and services, based on the growing number of published case studies and surveys. A comprehensive review has been conducted on case studies and surveys published between 1990 and 2018 describing Lean Production/Thinking implementations on different countries, classified by year of publication, country and type of company (discrete-industry/process-industry/services) and intervention scope (product/sector). The main findings of this study show that Lean Thinking is a real global (worldwide) and transversal approach to improve organizations’ performance (all types of industries and services). However, several organizations are not yet fully aware of the Lean principles as they do not apply the approach to an entire value stream (i.e. to products or families of products) but only to parts of value streams (i.e. to sectors or areas of the company). The review includes the identification of benefits related to environmental issues that contribute to the sustainability of the organizations.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 69.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 89.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 119.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Abdulmalek, F. A., & Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of Production Economics, 107(1), 223–236. Retrieved February 28, 2013, from http://linkinghub.elsevier.com/retrieve/pii/S0925527306002258.

  • Abreu, M. F., Alves, A. C., & Moreira, F. (2016). Comparing lean-green models for eco-efficient production. In Proceedings of 29th International Conference on Efficiency, Cost, Optimisation, Simulation and Environmental Impact on Energy Systems, Portoroz.

    Google Scholar 

  • Abreu, M. F., Alves, A. C., & Moreira, F. (2017). Lean-green models for eco-efficient and sustainable production. Energy. Retrieved from http://linkinghub.elsevier.com/retrieve/pii/S0360544217305819.

  • Achanga, P., et al. (2006). Critical success factors for lean implementation within SMEs. Journal of Manufacturing Technology Management, 17(4), 460–471.

    Google Scholar 

  • Aguado, S., Alvarez, R., & Domingo, R. (2013). Model of efficient and sustainable improvements in a lean production system through processes of environmental innovation. Journal of Cleaner Production, 47, 141–148. Retrieved from http://linkinghub.elsevier.com/retrieve/pii/S0959652612006427.

  • Ahmad, M. F., et al. (2017). Comparative study of lean practices between Japanese and Malaysia automotive service centres. In The 2nd International Conference on Applied Science and Technology 2017 (ICAST 2017) (p. 020022). Retrieved from http://aip.scitation.org/doi/abs/10.1063/1.5005355.

  • Ainul Azyan, Z. H., Pulakanam, V., & Pons, D. (2017). Success factors and barriers to implementing lean in the printing industry: A case study and theoretical framework. Journal of Manufacturing Technology Management, 28(4), 458–484.

    Google Scholar 

  • Albliwi, S. A., et al. (2017). Implementation of lean Six Sigma in Saudi Arabian organisations. International Journal of Quality & Reliability Management, 34(4), 508–529. Retrieved from http://www.emeraldinsight.com/doi/10.1108/IJQRM-09-2015-0138.

  • Altekar, R. V. (2012). Supply chain management: Concepts and cases (8th edn.). New Delhi: PHI Learning Private Ltd.

    Google Scholar 

  • Álvarez, R., et al. (2008). Redesigning an assembly line through lean manufacturing tools. The International Journal of Advanced Manufacturing Technology, 43(9–10), 949–958. Retrieved March 11, 2013, from http://www.springerlink.com/index/10.1007/s00170-008-1772-2.

  • Alves, T. D. C. L., Milberg, C., & Walsch, K. D. (2012). Exploring lean construction practice, research, and education. Engineering, Construction and Architectural Management, 19(5), 512–525.

    Google Scholar 

  • Alves, A. C., Flumerfelt, S., & Kahlen, F. -J. (eds.) (2017). Lean education: An overview of current issues. Cham: Springer International Publishing. Available at: http://link.springer.com/10.1007/978-3-319-45830-4.

  • Alves, A. C., et al. (2014a). Fostering sustainable development thinking through lean engineering education. In ASME International Mechanical Engineering Congress and Exposition, Proceedings (IMECE).

    Google Scholar 

  • Alves, A. C., et al. (2014b). Lean production multidisciplinary: From operations to education. In 7th International Conference on Production Research—Americas.

    Google Scholar 

  • Alves, A. C., et al. (2015). Production systems redesign in a lean context: A matter of sustainability. FME Transactions, 43(4), 344–352.

    Google Scholar 

  • Alves, A., et al. (2016). Sustainability, lean and eco-efficiency symbioses (M. Peris-Ortiz et al., Eds.). Cham: Springer International Publishing. Retrieved from http://link.springer.com/10.1007/978-3-319-29677-7.

  • Andrade, P. F., Pereira, V. G., & Del Conte, E. G. (2016). Value stream mapping and lean simulation: A case study in automotive company. The International Journal of Advanced Manufacturing Technology, 85(1–4), 547–555. Retrieved from http://link.springer.com/10.1007/s00170-015-7972-7.

  • Antony, J., Ghadge, A., et al. (2018a). Lean Six Sigma journey in a UK higher education institute: A case study. International Journal of Quality & Reliability Management, 35(2), 510–526. Retrieved from https://www.emeraldinsight.com/doi/10.1108/IJQRM-01-2017-0005.

  • Antony, J., Rodgers, B., et al. (2018b). Lean Six Sigma in policing services. International Journal of Productivity and Performance Management, 67(5), 935–940. Retrieved from https://www.emeraldinsight.com/doi/10.1108/IJPPM-07-2017-0173.

  • Aqlan, F., & Mustafa Ali, E. (2014). Integrating lean principles and fuzzy bow-tie analysis for risk assessment in chemical industry. Journal of Loss Prevention in the Process Industries, 29(1), 39–48.

    Google Scholar 

  • Arezes, P. M., Dinis-Carvalho, J., & Alves, A. C. (2015). Workplace ergonomics in lean production environments: A literature review. Work (Reading, Mass), 52(1), 57–70. Retrieved November 1, 2015, from http://www.scopus.com/inward/record.url?eid=2-s2.0-84940513490&partnerID=tZOtx3y1.

  • Badgujar, P., Kanungo, B., & Thakar, G. D. (2016). Identification of factors affecting lean manufacturing implementation in pump manufacturing companies in India—A case study. International Journal for Quality Research, 10(3), 495–510.

    Google Scholar 

  • Bakås, O., Govaert, T., & Van Landeghem, H. (2011). Challenges and success factors for implementation of lean manufacturing in Europeans SMEs. In Mitip 2011.

    Google Scholar 

  • Bamber, L., & Dale, B. G. (2000). Lean production: A study of application in a traditional manufacturing environment. Production Planning & Control, 11(3), 291–298. Retrieved from http://www.tandfonline.com/doi/abs/10.1080/095372800232252.

  • Baptista, A. J., et al. (2018). Lean design-for-X methodology: Integrating modular design, structural optimization and ecodesign in a machine tool case study. Procedia CIRP, 69, 722–727. Retrieved from https://linkinghub.elsevier.com/retrieve/pii/S2212827117309356.

  • Barbosa, G. F., Carvalho, J., & Filho, E. V. G. (2014). A proper framework for design of aircraft production system based on lean manufacturing principles focusing to automated processes. International Journal of Advanced Manufacturing Technology, 72(9–12), 1257–1273.

    Google Scholar 

  • Belhadi, A., Touriki, F. E., & El Fezazi, S. (2018). Benefits of adopting lean production on green performance of SMEs: A case study. Production Planning & Control, 29(11), 873–894. Retrieved from https://www.tandfonline.com/doi/full/10.1080/09537287.2018.1490971.

  • Ben Fredj-Ben Alaya, L. (2016). VSM a powerful diagnostic and planning tool for a successful Lean implementation: A Tunisian case study of an auto parts manufacturing firm. Production Planning & Control, 1–16. Retrieved from http://www.tandfonline.com/doi/full/10.1080/09537287.2016.1165305.

  • Ben Ruben, R., Asokan, P., & Vinodh, S. (2017a). Performance evaluation of lean sustainable systems using adaptive neuro fuzzy inference system: A case study. International Journal of Sustainable Engineering, 10(3), 158–175. Retrieved from https://www.tandfonline.com/doi/full/10.1080/19397038.2017.1286409.

  • Ben Ruben, R., Vinodh, S., & Asokan, P. (2017b). Implementation of lean Six Sigma framework with environmental considerations in an Indian automotive component manufacturing firm: A case study. Production Planning & Control, 28(15), 1193–1211. Retrieved from https://www.tandfonline.com/doi/full/10.1080/09537287.2017.1357215.

  • Benfield, C. B., et al. (2015). Applying lean principles to continuous renal replacement therapy processes. American Journal of Health-System Pharmacy, 72(3), 218–223.

    Google Scholar 

  • Bevilacqua, M., Ciarapica, F. E., & Paciarotti, C. (2015). Implementing lean information management: The case study of an automotive company. Production Planning & Control, 26(10), 753–768. Retrieved from http://www.tandfonline.com/doi/full/10.1080/09537287.2014.975167.

  • Bhamu, J., & Sangwan, K. S. (2014). Lean manufacturing: Literature review and research issues. International Journal of Operations & Production Management, 34(7), 876–940.

    Google Scholar 

  • Bhasin, S., & Burcher, P. (2006). Lean viewed as a philosophy. Journal of Manufacturing Technology Management, 17(1), 56–72. Retrieved March 12, 2013, from http://www.emeraldinsight.com/10.1108/17410380610639506.

  • Bhutta, M. K. S., et al. (2017). Survey of lean management practices in Pakistani industrial sectors. International Journal of Services and Operations Management, 28(3), 309. Retrieved from http://www.inderscience.com/link.php?id=87287.

  • Bonavia, T., Marin, J. A., Bonavia, T., & Marin, J. A. (2006). An empirical study of lean production in the ceramic tile industry in Spain. International Journal of Operations & Production Management, 26(5), 505–531. Retrieved from April 1, 2013, from http://www.emeraldinsight.com/10.1108/01443570610659883.

  • Bortolotti, T., & Romano, P. (2012). ‘Lean first, then automate’: A framework for process improvement in pure service companies. A case study. Production Planning & Control: The Management of Operations, 23(7), 513–522.

    Google Scholar 

  • Boscari, S., Danese, P., & Romano, P. (2016). Implementation of lean production in multinational corporations: A case study of the transfer process from headquarters to subsidiaries. International Journal of Production Economics, 176, 53–68. Retrieved from http://dx.doi.org/10.1016/j.ijpe.2016.03.013.

  • Bryde, D. J., & Schulmeister, R. (2012, September). Applying lean principles to a building refurbishment project: experiences of key stakeholders. Construction Management and Economics, 30, 777–794.

    Google Scholar 

  • Carvalho, R., Alves, A., & Lopes, I. (2011). Principles and practices of lean production applied in a metal structures production system. In Proceedings of the World Congress on Engineering 2011, WCE 2011 (pp. 744–749). Retrieved from http://www.scopus.com/inward/record.url?eid=2-s2.0-80755174564&partnerID=tZOtx3y1.

  • Castillo, G., et al. (2014). Implementing lean production in copper mining development projects: Case study. Journal of Construction Engineering and Management, 141(1), 1–11.

    Google Scholar 

  • Chlebus, E., et al. (2015). A new approach on implementing TPM in a mine—A case study. Archives of Civil and Mechanical Engineering, 15(4), 873–884. Retrieved from http://linkinghub.elsevier.com/retrieve/pii/S1644966515000643.

  • Chowdary, B. V., & George, D. (2012). Improvement of manufacturing operations at a pharmaceutical company: A lean manufacturing approach. Journal of Manufacturing Technology Management, 23(1), 56–75. Retrieved April 12, 2013, from http://www.emeraldinsight.com/10.1108/17410381211196285.

  • Costa, E., et al. (2014). Action-research methodology to improve performance using lean production tools. Technics Technologies Education Management, 9(2), 253–264.

    Google Scholar 

  • Cowger, G. (2016). Half measures gets less than half results. Mechanical Engineering the Magazine of ASME, 138(1), 30–35.

    Google Scholar 

  • Cutcher-Gershenfeld, J. (2003). Lean transformation in the U.S. aerospace industry: Appreciating interdependent social and technical systems. Cambridge, MA: Center for Technology, Policy and Industrial Development, MIT.

    Google Scholar 

  • de Freitas, J. G., & Costa, H. G. (2017). Impacts of lean Six Sigma over organizational sustainability. International Journal of Lean Six Sigma, 8(1), 89–108. Retrieved from http://www.emeraldinsight.com/doi/10.1108/IJLSS-10-2015-0039.

  • Dhiravidamani, P., et al. (2018). Implementation of lean manufacturing and lean audit system in an auto parts manufacturing industry—An industrial case study. International Journal of Computer Integrated Manufacturing, 31(6), 579–594. Retrieved from https://www.tandfonline.com/doi/full/10.1080/0951192X.2017.1356473.

  • Dombrowski, U., & Mielke, T. (2013). Lean leadership: fundamental principles and their application. Procedia CIRP, 7, 569–574.

    Google Scholar 

  • Dombrowski, U., & Mielke, T. (2014). Lean leadership—15 rules for a sustainable lean implementation. Procedia CIRP, 17, 565–570. Retrieved from http://dx.doi.org/10.1016/j.procir.2014.01.146.

  • Dondofema, R. A., Matope, S., & Akdogan, G. (2017). Lean applications: A survey of publications with respect to South African industry. South African Journal of Industrial Engineering, 28(1). Retrieved from http://sajie.journals.ac.za/pub/article/view/1660.

  • Donofrio, N. M., & Whitefoot, K. S. (2015). Making value for America: Embracing the future of manufacturing, technology, and work. National Academy of Engineering.

    Google Scholar 

  • Doolen, T. L., & Hacker, M. E. (2005). Review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers. Journal of Manufacturing Systems, 24(1), 55–67.

    Google Scholar 

  • Dora, M., & Gellynck, X. (2015). Lean Six Sigma implementation in a food processing SME: A case study. Quality and Reliability Engineering International (pp. n/a–n/a). Retrieved from http://doi.wiley.com/10.1002/qre.1852.

  • dos Reis Leite, H., & Vieira, G. E. (2015). Lean philosophy and its applications in the service industry: A review of the current knowledge. Production, 25(3), 529–541. Retrieved from http://dx.doi.org/10.1590/0103-6513.079012.

  • Emiliani, M. L. (1998). Lean behaviors. Management Decision, 36(9), 615–631. Retrieved from http://www.emeraldinsight.com/10.1108/00251749810239504.

  • Emiliani, M. L. (2004). Improving business school courses by applying lean principles and practices. Quality Assurance in Education, 12(4), 175–187. Retrieved March 7, 2013, from http://www.emeraldinsight.com/10.1108/09684880410561596.

  • Emiliani, M. L. (2008). Standardized work for executive leadership. Leadership & Organization Development Journal, 29(1), 24–46.

    Google Scholar 

  • Farhana, F., & Amir, A. (2009). Lean production practice: The differences and similarities in performance between the companies of Bangladesh and other countries of the world. Asian Journal of Business Management, 1(1), 32–36.

    Google Scholar 

  • Faulkner, B. (2013). Applying lean management principles. Nursing for Women’s Health, 17(5), 401–411.

    Google Scholar 

  • Fliedner, G., & Mathieson, K. (2009). Learning lean: A survey of industry lean needs. Journal of Education for Business, 84(4), 194–199.

    Google Scholar 

  • Flumerfelt, S., et al. (2015). Lean engineering education: Driving content and competency mastery. New York: ASME Press.

    Google Scholar 

  • Flumerfelt, S., et al. (2016). What do organizational leaders need from a lean graduate programming? European Journal of Training and Development (Accepted to Publish), 40(5).

    Google Scholar 

  • Garza-Reyes, J. A., et al. (2016). Lean and green in the transport and logistics sector—A case study of simultaneous deployment. Production Planning & Control, 27(15), 1221–1232. Retrieved from https://www.tandfonline.com/doi/full/10.1080/09537287.2016.1197436.

  • Gijo, E. V., Palod, R., & Antony, J. (2018). Lean Six Sigma approach in an Indian auto ancillary conglomerate: A case study. Production Planning & Control, 29(9), 761–772. Retrieved from https://www.tandfonline.com/doi/full/10.1080/09537287.2018.1469801.

  • Goedkoop, M., & Spriensma, R. (2000). The eco-indicator 99—A damage oriented method for life cycle assessment. Amsterdam: Methodology Report.

    Google Scholar 

  • Graça, L. (2002). Novas formas de organização do trabalho I. Available at: http://www.ensp.unl.pt/luis.graca/textos164.html (in Portuguese)

  • Guerrero, J. E., et al. (2017). Applying lean Six Sigma in the wood furniture industry: A case study in a small company. Quality Management Journal, 24(3), 6–19. Retrieved from https://www.tandfonline.com/doi/full/10.1080/10686967.2017.11918515.

  • Gutierrez-Gutierrez, L., de Leeuw, S., & Dubbers, R. (2016). Logistics services and lean Six Sigma implementation: a case study. International Journal of Lean Six Sigma, 7(3), 324–342. Retrieved from http://www.emeraldinsight.com/doi/10.1108/IJLSS-05-2015-0019.

  • Haddad, M. G., et al. (2016). Case study of lean in hospital admissions to inspire culture change. Engineering Management Journal, 28(4), 209–223. Retrieved from https://www.tandfonline.com/doi/full/10.1080/10429247.2016.1234896.

  • Hama Kareem, J. A., Mohamad Al Askari, P. S., & Muhammad, F. H. (2017). Critical issues in lean manufacturing programs: A case study in Kurdish iron & steel factories. In T. Peng (Ed.), Cogent engineering (Vol. 4, No. 1). Retrieved from https://www.cogentoa.com/article/10.1080/23311916.2017.1386853.

  • Harrison, A., Pavitt, J., & Alexander, J. (2002). The status of lean thinking in UK lean aerospace initiative (UK-LAI) supply chains: A survey, Cranfield.

    Google Scholar 

  • Helleno, A. L., et al. (2017). Integrating sustainability indicators and lean manufacturing to assess manufacturing processes: Application case studies in Brazilian industry. Journal of Cleaner Production, 153, 405–416.

    Google Scholar 

  • Henderson, B. A., & Larco, J. L. (2010). Lean transformation: How to change your business into a lean enterprise. Richmond: Oaklea Press.

    Google Scholar 

  • Hicks, C., et al. (2015). Applying lean principles to the design of healthcare facilities. Journal of Production Economics, 170, 677–686. Retrieved from http://dx.doi.org/10.1016/j.ijpe.2015.05.029.

  • Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: A review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10), 994–1011. Retrieved March 6, 2013, from http://www.emeraldinsight.com/10.1108/01443570410558049.

  • Hodge, G. L., et al. (2011). Adapting lean manufacturing principles to the textile industry. Production Planning & Control, 22(3), 237–247. Retrieved March 12, 2013, from http://www.tandfonline.com/doi/abs/10.1080/09537287.2010.498577.

  • Holweg, M. (2007). The genealogy of lean production. Journal of Operations Management, 25(2), 420–437. Retrieved from http://linkinghub.elsevier.com/retrieve/pii/S0272696306000313.

  • Jassim, A. K. (2018). The effect of the application of lean production and supply chain management on the quality of public administration services: (Case study: Hussein Educational Hospital in Thi Qar). International Journal of Supply Chain Management, 7(4), 446–455.

    Google Scholar 

  • Jasti, N. V. K., & Kodali, R. (2015). Lean production: Literature review and trends. International Journal of Production Research, 53(3), 867–885. Retrieved from http://www.tandfonline.com/doi/abs/10.1080/00207543.2014.937508.

  • Keitany, P., & Riwo-Abudho, M. (2014). Effects of lean production on organizational performance: A case study of flour producing company in Kenya. European Journal of Logistics Purchasing and Supply Chain Management, 2(2), 1–14.

    Google Scholar 

  • Kovvuri, P. R. R., et al. (2016). Efficient project delivery using lean principles—An Indian case study. Journal of the Institution of Engineers (India): Series A, 97(1), 19–26. Retrieved from http://link.springer.com/10.1007/s40030-016-0142-6.

  • Kowang, T. O., et al. (2016). Lean Six Sigma sustainability framework: A case study on an automotive company. Asian Journal of Scientific Research, 9(5), 279–283. Retrieved from http://www.scialert.net/abstract/?doi=ajsr.2016.279.283.

  • Krafcik, J. F. (1988). Triumph of the lean production system. Sloan Management Review, 30(1), 41–52.

    Google Scholar 

  • Kumar, S. S., & Kumar, M. P. (2014). Cycle time reduction of a truck body assembly in an automobile industry by lean principles. Procedia Materials Science, 5, 1853–1862.

    Google Scholar 

  • Kumar, R., & Kumar, V. (2016). Effect of lean manufacturing on organisational performance of Indian industry: A survey. International Journal of Productivity and Quality Management, 17(3), 380. Available at: http://www.inderscience.com/link.php?id=74856.

  • Kurdve, M. (2018). Digital assembly instruction system design with green lean perspective—Case study from building module industry. Procedia CIRP, 72, 762–767. Retrieved from https://linkinghub.elsevier.com/retrieve/pii/S2212827118302750.

  • Lacerda, A. P., Xambre, A. R., & Alvelos, H. M. (2015, July). Applying value stream mapping to eliminate waste: A case study of an original equipment manufacturer for the automotive industry. International Journal of Production Research, 1–13. Retrieved from http://www.tandfonline.com/doi/full/10.1080/00207543.2015.1055349.

  • Lal, S., Kumar, N., & Tiwari, H. (2017). Application of lean management for improving productivity of housekeeping staff in health care industry: A case study. Journal of Engineering and Applied Sciences, 12(2), 6128–6134.

    Google Scholar 

  • Lameijer, B. A., et al. (2016). Perceptions of lean Six Sigma: A multiple case study in the financial services industry. Quality Management Journal, 23(2), 29–44. Retrieved from https://www.tandfonline.com/doi/full/10.1080/10686967.2016.11918470.

  • Lamm, M. H., et al. (2015). Using lean principles to improve outpatient adult infusion clinic chemotherapy preparation turnaround times. American Journal of Health-System Pharmacy, 72(13), 1138–1146. Retrieved from https://doi.org/10.2146/ajhp140453%5Cn, http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=108346620&site=eds-live&authtype=uid.

  • Lee-Mortimer, A. (2006). A lean route to manufacturing survival. Assembly Automation, 26(4), 265–272. Retrieved March 11, 2013, from http://www.emeraldinsight.com/10.1108/01445150610705155.

  • Lešková, A. (2013). Principles of lean production to designing manual assembly workstations. Annals of Faculty Engineering Hunedoara—International Journal of Engineering, 2, 31–37.

    Google Scholar 

  • Lorente Leyva, L. L., et al. (2018). Applying lean manufacturing in the production process of rolling doors: A case study. Journal of Engineering and Applied Sciences, 13(7), 1774–1781.

    Google Scholar 

  • Lu, J.-C., & Yang, T. (2015). Implementing lean standard work to solve a low work-in-process buffer problem in a highly automated manufacturing environment. International Journal of Production Research, 53(8), 2285–2305. Retrieved from http://www.tandfonline.com/doi/full/10.1080/00207543.2014.937009.

  • Lyons, A.C., et al. (2013, June). Developing an understanding of lean thinking in process industries. Production Planning & Control: The Management of Operations, 24, 475–494.

    Google Scholar 

  • Madsen, D. Ø., Risvik, S., & Stenheim, T. (2017). The diffusion of lean in the Norwegian municipality sector: An exploratory survey. In M. Bisogno (Ed.), Cogent business & management (Vol. 4, No. 1). Retrieved from https://www.cogentoa.com/article/10.1080/23311975.2016.1258132.

  • Mahendran, S., Senthil Kumar, A., & Jeyapaul, R. (2016). Implementing lean manufacturing principle in an automobile valve manufacturing industry with simulation analysis—A case study. International Journal of Advanced Engineering Technology, 7(2), 554–558.

    Google Scholar 

  • Majava, J., & Ojanperä, T. (2017). Lean production development in SMEs: A case study. Management and Production Engineering Review, 8(2), 41–48. Retrieved from http://content.sciendo.com/view/journals/mper/8/2/article-p41.xml.

  • Manfredsson, P. (2016). Textile management enabled by lean thinking: A case study of textile SMEs. Production Planning & Control, 1–9. Retrieved from http://www.tandfonline.com/doi/full/10.1080/09537287.2016.1165299.

  • Martínez-Jurado, P. J., & Moyano-Fuentes, J. (2014). Lean management, supply chain management and sustainability: A literature review. Journal of Cleaner Production, 85, 134–150. Retrieved from http://linkinghub.elsevier.com/retrieve/pii/S0959652613006550.

  • Matos, I. A., Alves, A. C., & Tereso, A. P. (2016). Lean principles in an operating room environment an action research study. Journal of Health Management, 18(2), 239–257.

    Google Scholar 

  • Mazzocato, P., et al. (2010). Lean thinking in healthcare: A realist review of the literature. Quality & Safety in Health Care, 19(5), 376–382. Retrieved March 4, 2013, from http://www.ncbi.nlm.nih.gov/pubmed/20724397.

  • Melton, T. (2005). The benefits of lean manufacturing: What lean thinking has to offer the process industries. Chemical Engineering Research and Design, 83(A6), 662–673.

    Google Scholar 

  • Monden, Y. (1998). Toyota production system: An integrated approach to just-in-time (3rd edn.). Norcross: Engineering and Management Press.

    Google Scholar 

  • Moori, R. G., Pescarmona, A., & Kimura, H. (2013). Lean manufacturing and business performance in Brazilian firms. Journal of Operations and Supply Chain Management, 6(1), 91–105.

    Google Scholar 

  • Moreira, F., Alves, A. C., & Sousa, R. M. (2010). Towards eco-efficient lean production systems. In Balanced automation systems for future manufacturing networks, IFIP Advances in Information and Communication Technology (vol. 322, pp. 100–108). Available at: http://www.springerlink.com/content/v6181026252x1025.

  • Motwani, J. (2003). A business process change framework for examining lean manufacturing: A case study. Industrial Management & Data Systems, 103(5), 339–346. Retrieved from http://www.emeraldinsight.com/doi/abs/10.1108/02635570310477398.

  • Nallusamy, S., & Adil Ahamed, M. A. (2017). Implementation of lean tools in an automotive industry for productivity enhancement—A case study. International Journal of Engineering Research in Africa, 29, 175–185. Retrieved from https://www.scientific.net/JERA.29.175.

  • Nallusamy, S., & Saravanan, V. (2016). Lean tools execution in a small scale manufacturing industry for productivity improvement—A case study. Indian Journal of Science and Technology, 9(35). Retrieved from http://www.indjst.org/index.php/indjst/article/view/100162.

  • Narayanamurthy, G., et al. (2018). Assessing the readiness to implement lean in healthcare institutions—A case study. International Journal of Production Economics, 197, 123–142.

    Google Scholar 

  • Netland, T. (2013). Exploring the phenomenon of company-specific production systems: One-best-way or own-best-way? International Journal of Production Research, 51(4), 1084–1097.

    Google Scholar 

  • Netland, T. H. (2016). Critical success factors for implementing lean production: The effect of contingencies. International Journal of Production Research, 54(8), 2433–2448. Retrieved from http://www.tandfonline.com/doi/full/10.1080/00207543.2015.1096976.

  • Nordin, N., Deros, B., & Wahab, D. A. (2010). A survey on lean manufacturing implementation in Malaysian automotive industry. International Journal of Innovation, Management and Technology, 4(1), 374–380.

    Google Scholar 

  • Nowotarski, P., Pasławski, J., & Matyja, J. (2016). Improving construction processes using lean management methodologies—Cost case study. Procedia Engineering, 161, 1037–1042. Retrieved from https://linkinghub.elsevier.com/retrieve/pii/S1877705816330806.

  • Oey, E., & Nofrimurti, M. (2018). Lean implementation in traditional distributor warehouse—A case study in an FMCG company in Indonesia. International Journal of Process Management and Benchmarking, 8(1), 1. Retrieved from http://www.inderscience.com/link.php?id=88654.

  • Ohno, T. (1988). Toyota production system: Beyond large-scale production (3rd edn.). New York: CRC Press, Taylor & Francis Group.

    Google Scholar 

  • Overboom, M., et al. (2013). Applying lean principles to achieve continuous flow in 3PLs outbound processes. Journal of Economics & Management, 11(2), 66–79.

    Google Scholar 

  • Panizzolo, R. (1998). Applying the lessons learned from 27 lean manufacturers: The relevance of relationships management. International Journal of Production Economics, 55(3), 223–240.

    Google Scholar 

  • Pattanaik, L. N., & Sharma, B. P. (2009). Implementing lean manufacturing with cellular layout: A case study. The International Journal of Advanced Manufacturing Technology, 42(7–8), 772–779. Retrieved April 15, 2013, from http://link.springer.com/10.1007/s00170-008-1629-8.

  • Pereira, A., et al. (2016). Reconfigurable standardized work in a lean company—A case study. Procedia CIRP, 52, 239–244.

    Google Scholar 

  • Pineda Dávila, S., & Tinoco González, J. (2015). Mejora de la eficiencia de un servicio de rehabilitación mediante metodología Lean Healthcare. Revista de Calidad Asistencial, 30(4), 62–165. Retrieved from http://linkinghub.elsevier.com/retrieve/pii/S1134282X15000639.

  • Pool, A., Wijngaard, J., & van der Zee, D.-J. (2011). Lean planning in the semi-process industry, a case study. International Journal of Production Economics, 131(1), 194–203. Retrieved March 3, 2013, from http://linkinghub.elsevier.com/retrieve/pii/S0925527310001738.

  • Powell, D., et al. (2014). A new set of principles for pursuing the lean ideal in engineer-to-order manufacturers. Procedia CIRP, 17, 571–576.

    Google Scholar 

  • Radziwon, A., et al. (2014). The smart factory: Exploring adaptive and flexible manufacturing solutions. Procedia Engineering, 69, 1184–1190.

    Google Scholar 

  • Rahman, A., & Karim, A. (2013). Application of lean production to reducing operational waste in a tile manufacturing process. International Journal of Management Science and Engineering Management, 8(2), 126–134.

    Google Scholar 

  • Ramakrishnan, V., & Nallusamy, S. (2017). Implementation of total productive maintenance lean tool to reduce lead time—A case study. International Journal of Mechanical Engineering and Technology (IJMET), 8(12), 295–306.

    Google Scholar 

  • Resende, V., et al. (2014). Financial and human benefits of lean production in the plastic injection industry: An action research study. International Journal of Industrial Engineering and Management, 5(2), 61–75. Retrieved from http://www.scopus.com/inward/record.url?eid=2-s2.0-84909986334&partnerID=tZOtx3y1.

  • Ribeiro, L., et al. (2013). Applying standard work in a paint shop of a wood furniture plant: A case study. In 22nd International Conference on Production Research.

    Google Scholar 

  • Romero, B. P., & Martín, M. G. (2011). Implementing lean manufacturing by means of action research methodology. Case study in the aeronautics industry. International Journal of Industrial Engineering: Theory, Applications and Practice, 18(12), 8.

    Google Scholar 

  • Rothenberg, S., Pil, F. K., & Maxwell, J. (2001). Lean, green, and the quest for superior environmental performance. Production and Operations Management, 10(3), 228–243.

    Google Scholar 

  • Salam, M. A., & Khan, S. A. (2016). Value creation through lean management: A case study of healthcare service operations. International Journal of Services and Operations Management, 25(3), 275. Retrieved from http://www.inderscience.com/link.php?id=79513.

  • Salgin, B., Arroyo, P., & Ballard, G. (2016). Exploring the relationship between lean design methods and C&D waste reduction: Three case studies of hospital projects in California. Revista Ingeniería de Construcción, 31(3), 191–200.

    Google Scholar 

  • Samuel, D., Found, P., & Williams, S. J. (2015). How did the publication of the book The Machine that Changed the World change management thinking? Exploring 25 years of lean literature. International Journal of Operations & Production Management, 35(10), 1386–1407. Retrieved from https://www.emeraldinsight.com/doi/10.1108/02683940010305270.

  • Saravanan, V., Nallusamy, S., & George, A. (2018). Efficiency enhancement in a medium scale gearbox manufacturing company through different lean tools—A case study. International Journal of Engineering Research in Africa, 34, 128–138. Retrieved from https://www.scientific.net/JERA.34.128.

  • Seth, D., Seth, N., & Dhariwal, P. (2017). Application of value stream mapping (VSM) for lean and cycle time reduction in complex production environments: A case study. Production Planning & Control, 28(5), 398–419. Retrieved from https://www.tandfonline.com/doi/full/10.1080/09537287.2017.1300352.

  • Shortell, S. M., et al. (2018). Use of lean and related transformational performance improvement systems in hospitals in the United States: Results from a national survey. The Joint Commission Journal on Quality and Patient Safety, 44(10), 574–582. Retrieved from https://linkinghub.elsevier.com/retrieve/pii/S1553725018300217.

  • Silva Reyes, A. J., & Salas Castro, R. F. (2017). Application of lean techniques to reduce preparation times: Case study of a Peruvian plastic company. International Journal of Applied Engineering Research, 12(23), 13541–13551.

    Google Scholar 

  • Singh, J., et al. (2017). Evaluating lean thinking using value stream mapping in manufacturing industry—A case study. International Journal of Productivity and Quality Management, 22(1), 101. Retrieved from http://www.inderscience.com/link.php?id=85849.

  • Sobral, M. C., Jabbour, A. B. L. S., & Jabbour, C. J. C. (2013, Spring). Green benefits from adopting lean manufacturing: A case study from the automotive sector. Environmental Quality Management, 65–72. Retrieved from http://search.proquest.com/docview/758213757?accountid=14549%5Cn, http://hl5yy6xn2p.search.serialssolutions.com/?genre=article&sid=ProQ:&atitle=The+Sustainability+Professional:+2010+Competency+Survey+Report&title=Environmental+Quality+Management&issn=10881913.

  • Sohal, A. S. (1996). Developing a lean production organization: An Australian case study. International Journal of Operations & Production Management, 16(1), 91.

    Google Scholar 

  • Staats, B. R., & Upton, D. M. (2011, October). Lean knowledge work. Harvard Business Review, 89(10), 100–110.

    Google Scholar 

  • Staats, B. R., Brunner, D. J., & Upton, D. M. (2011). Lean principles, learning, and knowledge work: Evidence from a software services provider. Journal of Operations Management, 29(5), 376–390. Retrieved March 2, 2013, from http://linkinghub.elsevier.com/retrieve/pii/S0272696310000902.

  • Stadnicka, D., & Antosz, K. (2013). Lean in large enterprises: Study results. International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, 7(10), 2648–2654.

    Google Scholar 

  • Sterling, A., & Boxall, P. (2013). Lean production, employee learning and workplace outcomes: A case analysis through the ability-motivation-opportunity framework. Human Resource Management Journal, 23(3), 227–240. Retrieved from http://doi.wiley.com/10.1111/1748-8583.12010.

  • Stone, K. B. (2012). Four decades of lean: A systematic literature review. International Journal of Lean Six Sigma, 3(2), 112–132. Retrieved from http://www.emeraldinsight.com/doi/10.1108/20401461211243702.

  • Sugimori, Y., et al. (1977). Toyota production system and Kanban system materialization of just-in-time and respect-for-human system. International Journal of Production Research, 15(6), 553–564. Retrieved from http://www.tandfonline.com/doi/abs/10.1080/00207547708943149.

  • Sundar, R., Balaji, A. N., & Kumar, R. M. S. (2014). A review on lean manufacturing implementation techniques. Procedia Engineering, 97, 1875–1885. Retrieved from http://www.sciencedirect.com/science/article/pii/S1877705814034092.

  • Supriyanto, H., & Maftuhah, D. I. (2017). A lean Six-Sigma manufacturing process case study. International Journal of Mechanical Engineering and Technology (IJMET), 8(7), 498–509.

    Google Scholar 

  • Sutari, O. (2015). Process improvement using lean principles on the manufacturing of wind turbine components—A case study. Materials Today: Proceedings, 2(4–5), 3429–3437. Retrieved from http://dx.doi.org/10.1016/j.matpr.2015.07.318.

  • Swank, C. K. (2003, October). The lean service machine. Harvard Business Review, 81(10), 123–129.

    Google Scholar 

  • Taj, S. (2008). Lean manufacturing performance in China: Assessment of 65 manufacturing plants. Journal of Manufacturing Technology Management, 19(2), 217–234. Retrieved March 4, 2013, from http://www.emeraldinsight.com/10.1108/17410380810847927.

  • Taleghani, M. (2010). Key factors for implementing the lean manufacturing system. Journal of American Science, 6(7), 287–291.

    Google Scholar 

  • Tanco, M., et al. (2013). Applying lean techniques to nougat fabrication: A seasonal case study. International Journal of Advanced Manufacturing Technology, 68(5–8), 1639–1654.

    Google Scholar 

  • Taylor, F. W. (1911). The principles of scientific management. World eBook Library PGCC Collection.

    Google Scholar 

  • U.S.-EPA. (2007). The lean and environment toolkit. United States Environmental Protection Agency. Retrieved from http://www.epa.gov/lean/environment/toolkits/environment/resources/LeanEnviroToolkit.pdf.

  • Vairagde, H. R., & Hans, N. (2018). Utilization of man power, increment in productivity by using lean management in kitting area of engine manufacturing facility—A case study. SAE International Journal of Materials and Manufacturing, 11(3), 05-11-03-0020. Retrieved from http://www.sae.org/content/05-11-03-0020/.

  • van Eeghen, C., et al. (2016). Integrating behavioral health in primary care using lean workflow analysis: A case study. The Journal of the American Board of Family Medicine, 29(3), 385–393. Retrieved from http://www.jabfm.org/cgi/doi/10.3122/jabfm.2016.03.150186.

  • Vendramini, M., et al. (2016). Simulation and lean principles: A case study in a public service in Brazil. International Journal of Performability Engineering, 12(2), 103–113.

    Google Scholar 

  • Veža, I., Gjeldum, N., & Celent, L. (2011). Lean manufacturing implementation problems in beverage production systems. International Journal of Industrial Engineering and Management, 2(1), 21–26.

    Google Scholar 

  • Villarreal, B., et al. (2017). Improving road transport operations through lean thinking: A case study. International Journal of Logistics Research and Applications, 20(2), 163–180. Retrieved from https://www.tandfonline.com/doi/full/10.1080/13675567.2016.1170773.

  • Vinodh, S., Gautham, S. G., & Anesh Ramiya, R. (2011). Implementing lean sigma framework in an Indian automotive valves manufacturing organisation: A case study. Production Planning & Control, 22(7), 708–722. Retrieved May 18, 2014, from http://www.tandfonline.com/doi/abs/10.1080/09537287.2010.546980.

  • Waldhausen, J. H. T., et al. (2010). Application of lean methods improves surgical clinic experience. Journal of pediatric surgery, 45(7), 1420–1425. Retrieved April 15, 2013, from http://www.ncbi.nlm.nih.gov/pubmed/20638518.

  • Warner, C. J., et al. (2013). Lean principles optimize on-time vascular surgery operating room starts and decrease resident work hours. Journal of Vascular Surgery, 58(5), 1417–1422. Retrieved from https://linkinghub.elsevier.com/retrieve/pii/S0741521413009440.

  • Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation (1st Free Press edn.). New York: Free Press.

    Google Scholar 

  • Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world. New York: Rawson Associates.

    Google Scholar 

  • Wong, Y. C., Wong, K. Y., Ali, A., et al. (2009). A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521–535.

    Google Scholar 

  • Yamamoto, Y., & Bellgran, M. (2010). Fundamental mindset that drives improvements towards lean production. Assembly Automation, 30(2), 124–130. Retrieved March 24, 2013, from http://www.emeraldinsight.com/10.1108/01445151011029754.

  • Yang, T., et al. (2015). Lean production system design for fishing net manufacturing using lean principles and simulation optimization. Journal of Manufacturing Systems, 34, 66–73.

    Google Scholar 

  • Yu, H., et al. (2013, January). Lean transformation in a modular building company: A case for implementation. Journal of Management in Engineering, 29, 103–111.

    Google Scholar 

  • Zahraee, S. M. (2016). A survey on lean manufacturing implementation in a selected manufacturing industry in Iran. International Journal of Lean Six Sigma, 7(2), 136–148. Retrieved from http://www.emeraldinsight.com/doi/10.1108/IJLSS-03-2015-0010.

  • Zhang, A., et al. (2016). Lean and Six Sigma in logistics: A pilot survey study in Singapore. International Journal of Operations & Production Management, 36(11), 1625–1643. Retrieved from http://www.emeraldinsight.com/doi/10.1108/IJOPM-02-2015-0093.

Download references

Acknowledgements

This work has been supported by COMPETE: POCI-01-0145-FEDER-007043 and FCT—Fundação para a Ciência e Tecnologia within the Project Scope: UID/CEC/00319/2013.

Author information

Authors and Affiliations

  1. ALGORITMI R&D Center, Department of Production and Systems, School of Engineering, University of Minho, 4800-058, Guimarães, Portugal

    Paulo Amaro, Anabela Carvalho Alves & Rui M. Sousa

Authors
  1. Paulo Amaro
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Anabela Carvalho Alves
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Rui M. Sousa
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Paulo Amaro .

Editor information

Editors and Affiliations

  1. ALGORITMI R&D Center, Department of Production and Systems, University of Minho, Campus of Azurém, Guimaraes, Portugal

    Anabela Carvalho Alves

  2. Kahlen Global Professional Solutions, Gronau, Germany

    Franz-Josef Kahlen

  3. Oakland University, Rochester, MI, USA

    Shannon Flumerfelt

  4. Resources, Environment and Economics Center for Studies, Makati City, Philippines

    Anna Bella Siriban-Manalang

Rights and permissions

Reprints and permissions

Copyright information

© 2019 Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Amaro, P., Alves, A.C., Sousa, R.M. (2019). Lean Thinking: A Transversal and Global Management Philosophy to Achieve Sustainability Benefits. In: Alves, A., Kahlen, FJ., Flumerfelt, S., Siriban-Manalang, A. (eds) Lean Engineering for Global Development. Springer, Cham. https://doi.org/10.1007/978-3-030-13515-7_1

Download citation

Publish with us

Policies and ethics

Search

Navigation