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TitleA conceptual and strategy map for lean process transformation
File Size8.3 MB
Total Pages231
Table of Contents
                            1 Introduction
	1.1 Motivation
	1.2 Contribution
		1.2.1 Contribution to the Literature
		1.2.2 Relevance for Practitioners and Engineering Managers:
	1.3 Research Objectives:
	1.4 Research Methodology
	1.5 Findings and Conclusion:
2 Literature Review
	2.1 History of Lean Process Improvement Systems
	2.2 Diffusion of Lean Manufacturing
	2.3 Lean Conceptual Literature
		2.3.1 Lean definition
		2.3.2 Lean Principles
		2.3.3 Lean Practices, Tool or Techniques
		2.3.4 Lean Practices
	2.4 Lean Performance Measurement System
	2.5 The Balanced Scorecard
	2.6 Strategy Maps
3 Research Methodology
4 A Conceptual Map for Lean Process Transformation: Untangling the web of confusion in lean research and practice
	4.1 Abstract
	4.2 Introduction
	4.3 Literature and propositions
		4.3.1 Lean manufacturing
		4.3.2 Lean Principles
		4.3.3 Lean practices
		4.3.4 Lean Performance Indicators
	4.4  Methodology for Conceptual Map Validation
		4.4.1 Item generation and pre test
		4.4.2 Problem Validation/Lean Principle Analysis
		4.4.3  Categorization of Lean Practices/Tools/Techniques
	4.5 Results and Discussion:
	4.6 Conclusions:
	4.7 Limitations and Future Research
	4.8 Implications for the Engineering Manager
5 A Strategy Map for Lean Process Transformation
	5.1 Introduction
	5.2 Literature and propositions
		5.2.1 Challenges with Lean Implementation
		5.2.2 Lean Performance Measurement System Traditional Performance Measures Effective Performance Measurement Systems
		5.2.3 The Balanced Scorecard
		5.2.4 The Strategy maps
		5.2.5 DEMATEL
	5.3 Methods (An empirical example of constructing a strategy map for lean manufacturing)
		5.3.1 Item  generation:
		5.3.2 Extraction of Lean principles:
		5.3.3 Extraction of lean practices:
		5.3.4 Extracting lean performance measures:
	5.4 Survey Design:
		5.4.1 Data collection and review (Pilot study) Methodology and sample study
		5.4.2 Descriptive analysis
	5.5 Results and Discussion
		5.5.1 The Effect of Organization Characteristics / Sectors:
		5.5.2 Organization size and nature of the market
		5.5.3 Competitiveness
		5.5.4 Volume Produced
		5.5.5 Demand uncertainty
		5.5.6 Process Flexibility and Raw materials
		5.5.7 Lean manufacturing adoption per sectors
	5.6 Balanced Scorecard Result:
	5.7 Framework for constructing a strategy map by the Decision Making Trial Laboratory  (DEMATEL)
	5.8 Strategy map discussion and results
	5.9 Comparing the lean strategy map between Academics and Practitioners.
	5.10 Conclusion
6 Conclusions and Future Work
	6.1 Summary
	6.2 Conclusions
	6.3 Future Research Opportunities
	6.4 Weaknesses and Improvement Opportunities
7 Bibliography
8 Appendices
	8.1 Appendix 1:  Lean practices list
	8.2 Appendix 2: List of the performance measures and their appearance in references
	8.3 Appendix 3: An evaluation of balanced scorecard using the performance measurement checklist
	8.4 Appendix 4: Lean conceptual map based on the literature
	8.5 Appendix 5:  Validated Practices and performance measures
	8.6 Appendix 6: Definitions for the most important terms related to lean

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