A Multi-Objective Methodology for Selecting Lean Initiatives in Modular Construction Companies
The implementation of lean manufacturing initiatives has produced significant impacts in improving operational performance and reducing manufacturing wastes in the production process. However, selecting an appropriate set of lean strategies is critical to avoid misapplication of the lean manufacturing techniques and consequential increase in non-value-adding activities. To the author’s best knowledge, there is currently no methodology to select lean strategies that considers their impacts on manufacturing wastes and performance metrics simultaneously. In this research, a multi-objective methodology is proposed that suggests an appropriate set of lean initiatives based on their impacts on performance metrics and manufacturing wastes and within manufacturers’ resource limitation. The proposed methodology in this research suggests the best set of lean initiatives for implementation that have highest impacts on identified critical performance metrics and manufacturing wastes. Therefore, manufacturers can assure that implementing suggested lean tools improves their production performance and reduces manufacturing wastes at the same time. A case study was conducted to show the effectiveness and validate the proposed model and methodologies.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1474713Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 312
 Browning, T. R. and R. D. Heath, Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. Journal of Operations Management, 2009. 27(1): p. 23-44.
 Tiwari, A., C. Turner, and P. Sackett, A framework for implementing cost and quality practices within manufacturing Journal of Manufacturing Technology Management, 2007. 18(6): p. 731-760.
 Prasad, B., JIT quality matrices for strategic planning and implementation. International Journal of Operations & Production Management, 1995. 15(9): p. 116-142.
 Hines, P. and N. Rich, The seven value stream mapping tools. International Journal of Operations & Production Management, 1997. 17(1): p. 46-64.
 Herron, C. and P.M. Braiden, A methodology for developing sustainable quantifiable productivity improvement in manufacturing companies. International Journal of Production Economics, 2006. 104(1): p. 143-153.
 Amin, M. A. and A. Karim, A time-based quantitative approach for selecting lean strategies for manufacturing organisations. International Journal of Production Research, 2013. 51(4): p. 1146-1167.
 Alsyouf, I., et al., A framework for assessing the cost effectiveness of lean tools. European Journal of Industrial Engineering, 2011. 5(2): p. 170-197.
 Inanjai, N. B. and J. A. Farris. A preliminary decision support system for the selection of lean tools. in IIE Annual Conference Proceedings. 2009.
 Wan, H. and F.F. Chen, A leanness measure of manufacturing systems for quantifying impacts of lean initiatives. International Journal of Production Research, 2008. 46(23): p. 6567-6584.
 Amin, M. A., A systematic approach for selecting lean strategies and assessing leanness in manufacturing organizations. 2012, Queensland University of Technology.
 Ayag, Z., An integrated approach to evaluating conceptual design alternatives in a new product development environment. International journal of production research, 2005. 43(4): p. 687-713.
 Leng, J., P. Jiang, and K. Ding, Implementing of a three-phase integrated decision support model for parts machining outsourcing. International Journal of Production Research, 2014. 52(12): p. 3614-3636.
 Anvari, A., N. Zulkifli, and O. Arghish, Application of a modified VIKOR method for decision-making problems in lean tool selection. The International Journal of Advanced Manufacturing Technology, 2014. 71(5-8): p. 829-841.
 Anvari, A., et al., An integrated design methodology based on the use of group AHP-DEA approach for measuring lean tools efficiency with undesirable output. The International Journal of Advanced Manufacturing Technology, 2014. 70(9-12): p. 2169-2186.
 Vinodh, S., K. R. Shivraman, and S. Viswesh, AHP-based lean concept selection in a manufacturing organization. Journal of Manufacturing Technology Management, 2011. 23(1): p. 124-136.
 Ayağ, Z., A hybrid approach to machine-tool selection through AHP and simulation. International journal of production research, 2007. 45(9): p. 2029-2050.
 Anand, G. and R. Kodali, Selection of lean manufacturing systems using the analytic network process – a case study. Journal of Manufacturing Technology Management, 2008. 20(2): p. 258-289.
 Lemieux, A. A., R. Pellerin, and S. Lamouri, A mixed performance and adoption alignment framework for guiding leanness and agility improvement initiatives in product development. Journal of Enterprise Transformation, 2013. 3(3): p. 161-186.
 Anvari, A., Y. Ismail, and S. M. H. Hojjati, A study on Total Quality Managament and Lean manufacturing: through Lean thinking approach. World Applied Sciences, 2011. 12(9): p. 1585-1596.
 Singh, R. K., et al., An integrated fuzzy-based decision support system for the selection of lean tools: A case study from the steel industry. Journal of Engineering Manufacture, 2006. 220(10): p. 1735-1749.
 Gautam, N. and N. Singh, Lean product development: Maximizing the customer perceived value through design change (redesign). International Journal of Production Economics, 2008. 114(1): p. 313-332.
 Ramesh, V. and R. Kodali, A decision framework for maximising lean manufacturing performance. International Journal of Production Research, 2012. 50(8): p. 2234-2251.
 Neely, A. and K. Platts, Performance measurement system design: a literature review and research agenda. International Journal of Operations and Production Management, 2005. 25(12): p. 1228-1263.
 Dennis, P. and J. Shook, Lean production simplified: a plain language guide to the world's most powerful production system. 2007: Productivity Pr.
 Agarwal, A., R. Shankar, and M. K. Tiwari, Modeling the metrics of lean, agile and leagile supply chain: an ANP-based approach. European Journal of Operational Research, 2006. 173(1): p. 211-225.
 Allen, J., C. Robinson, and D. Stewart, Lean manufacturing: a plant floor guide. 2001, Society of Manufacturing Engineers: Dearborn, Mich.
 Ohno, T., Workplace management. 1988: Productivity Press.
 Chapman, C. D., Clean house with lean 5S. 2005. p. 27-32.
 Saurin, T. A., G. Almeida Marodin, and J. Luis Duarte Ribeiro, A framework for assessing the use of lean production practices in manufacturing cells. International Journal of Production Research, 2010. 99999(1): p. 1-20.
 Chahal, V. and M. S. Narwal, Impact of Lean Strategies on Different Industrial Lean Wastes. International Journal of Theoretical and Applied Mechanics, 2017. 12(2): p. 275-286.
 Manotas Duque, D. F. and L. Rivera Cadavid, Lean manufacturing measurement: the relationship between lean activities and lean metrics. Estudios gerenciales, 2007. 23(105): p. 69-83.
 Raja, M. I., Lean Manufacturing-an Integrated Socio-Technical Systems Approach to Work Design. 2011, Clemson University.
 Smith, R. and B. Hawkins, Lean maintenance: reduce costs, improve quality, and increase market share. 2004, Boston: Elsevier Butterworth Heinemann.
 Ahuja, I. S., Total productive maintenance practices in manufacturing organizations: literature review. International Journal of Technology, Policy and Management, 2011. 11(2): p. 117-138.
 Suzaki, K., Japanese manufacturing techniques: their importance to US manufacturers. Journal of Business Strategy, 1985. 5(3): p. 10-19.
 Cua, K. O., K. E. McKone, and R. G. Schroeder, Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of operations management, 2001. 19(6): p. 675-694.
 Ward, P. and H. Zhou, Impact of Information Technology Integration and Lean/Just-In-Time Practices on Lead-Time Performance. Decision Sciences, 2006. 37(2): p. 177-203.
 Reid, R. A., Productivity and quality improvement: an implementation framework. International Journal of Productivity and Quality Management, 2006. 1(1): p. 26-36.
 Bayazit, O. and B. Karpak, An analytical network process-based framework for successful total quality management (TQM): An assessment of Turkish manufacturing industry readiness. International Journal of Production Economics, 2007. 105(1): p. 79-96.
 Terziovski, M. and D. Samson, The link between total quality management practice and organizational performance. International Journal of Quality and Reliability Management, 1999. 16(3): p. 226-237.
 Hobbs, D. P., Lean manufacturing implementation a complete execution manual for any size manufacturer. 2004, J. Ross Pub. : APICS: Boca Raton, Fla. p. xix, 244.
 Abdulmalek, F. A. and J. Rajgopal, Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of Production Economics, 2007. 107(1): p. 223-236.
 Hill, A. V., The Encyclopedia of Operations Management: A Field Manual and Glossary of Operations Management Terms and Concepts. 2011: FT Press.
 Arnheiter, E. D. and J. Maleyeff, The integration of lean management and Six Sigma. The TQM Magazine, 2005. 17(1): p. 5-18.
 Heragu, S. S., Group technology and cellular manufacturing. IEEE Transactions on Systems, Man and Cybernetics, 1994. 24(2): p. 203-215.
 Agustin, R. and F. Santiago, Single-minute exchange of die. 1996.