VUJICA HERZOG, Natasa ;TONCHIA, Stefano . An Instrument for Measuring the Degree of Lean Implementation in Manufacturing. Strojniški vestnik - Journal of Mechanical Engineering, [S.l.], v. 60, n.12, p. 797-803, june 2018. ISSN 0039-2480. Available at: <https://www.sv-jme.eu/article/an-instrument-for-measuring-the-degree-of-lean-implementation-in-manufacturing/>. Date accessed: 20 dec. 2024. doi:http://dx.doi.org/10.5545/sv-jme.2014.1873.
Vujica Herzog, N., & Tonchia, S. (2014). An Instrument for Measuring the Degree of Lean Implementation in Manufacturing. Strojniški vestnik - Journal of Mechanical Engineering, 60(12), 797-803. doi:http://dx.doi.org/10.5545/sv-jme.2014.1873
@article{sv-jmesv-jme.2014.1873,
author = {Natasa Vujica Herzog and Stefano Tonchia},
title = {An Instrument for Measuring the Degree of Lean Implementation in Manufacturing},
journal = {Strojniški vestnik - Journal of Mechanical Engineering},
volume = {60},
number = {12},
year = {2014},
keywords = {Lean manufacturing, Lean implementation, Survey research},
abstract = {Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding ‘lean’ and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of ‘lean’ literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding ‘lean’ and measuring the degree of lean implementation within existing manufacturing systems.},
issn = {0039-2480}, pages = {797-803}, doi = {10.5545/sv-jme.2014.1873},
url = {https://www.sv-jme.eu/article/an-instrument-for-measuring-the-degree-of-lean-implementation-in-manufacturing/}
}
Vujica Herzog, N.,Tonchia, S. 2014 June 60. An Instrument for Measuring the Degree of Lean Implementation in Manufacturing. Strojniški vestnik - Journal of Mechanical Engineering. [Online] 60:12
%A Vujica Herzog, Natasa %A Tonchia, Stefano %D 2014 %T An Instrument for Measuring the Degree of Lean Implementation in Manufacturing %B 2014 %9 Lean manufacturing, Lean implementation, Survey research %! An Instrument for Measuring the Degree of Lean Implementation in Manufacturing %K Lean manufacturing, Lean implementation, Survey research %X Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding ‘lean’ and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of ‘lean’ literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding ‘lean’ and measuring the degree of lean implementation within existing manufacturing systems. %U https://www.sv-jme.eu/article/an-instrument-for-measuring-the-degree-of-lean-implementation-in-manufacturing/ %0 Journal Article %R 10.5545/sv-jme.2014.1873 %& 797 %P 7 %J Strojniški vestnik - Journal of Mechanical Engineering %V 60 %N 12 %@ 0039-2480 %8 2018-06-28 %7 2018-06-28
Vujica Herzog, Natasa, & Stefano Tonchia. "An Instrument for Measuring the Degree of Lean Implementation in Manufacturing." Strojniški vestnik - Journal of Mechanical Engineering [Online], 60.12 (2014): 797-803. Web. 20 Dec. 2024
TY - JOUR AU - Vujica Herzog, Natasa AU - Tonchia, Stefano PY - 2014 TI - An Instrument for Measuring the Degree of Lean Implementation in Manufacturing JF - Strojniški vestnik - Journal of Mechanical Engineering DO - 10.5545/sv-jme.2014.1873 KW - Lean manufacturing, Lean implementation, Survey research N2 - Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding ‘lean’ and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of ‘lean’ literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding ‘lean’ and measuring the degree of lean implementation within existing manufacturing systems. UR - https://www.sv-jme.eu/article/an-instrument-for-measuring-the-degree-of-lean-implementation-in-manufacturing/
@article{{sv-jme}{sv-jme.2014.1873},
author = {Vujica Herzog, N., Tonchia, S.},
title = {An Instrument for Measuring the Degree of Lean Implementation in Manufacturing},
journal = {Strojniški vestnik - Journal of Mechanical Engineering},
volume = {60},
number = {12},
year = {2014},
doi = {10.5545/sv-jme.2014.1873},
url = {https://www.sv-jme.eu/article/an-instrument-for-measuring-the-degree-of-lean-implementation-in-manufacturing/}
}
TY - JOUR AU - Vujica Herzog, Natasa AU - Tonchia, Stefano PY - 2018/06/28 TI - An Instrument for Measuring the Degree of Lean Implementation in Manufacturing JF - Strojniški vestnik - Journal of Mechanical Engineering; Vol 60, No 12 (2014): Strojniški vestnik - Journal of Mechanical Engineering DO - 10.5545/sv-jme.2014.1873 KW - Lean manufacturing, Lean implementation, Survey research N2 - Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding ‘lean’ and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of ‘lean’ literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding ‘lean’ and measuring the degree of lean implementation within existing manufacturing systems. UR - https://www.sv-jme.eu/article/an-instrument-for-measuring-the-degree-of-lean-implementation-in-manufacturing/
Vujica Herzog, Natasa, AND Tonchia, Stefano. "An Instrument for Measuring the Degree of Lean Implementation in Manufacturing" Strojniški vestnik - Journal of Mechanical Engineering [Online], Volume 60 Number 12 (28 June 2018)
Strojniški vestnik - Journal of Mechanical Engineering 60(2014)12, 797-803
© The Authors, CC-BY 4.0 Int. Change in copyright policy from 2022, Jan 1st.
Despite lean thinking being a broadly accepted approach, there is still some confusion within present terminology regarding ‘lean’ and its issues. This paper presents the results of a research survey carried out within 72 medium and large-sized Slovenian manufacturing companies. The sample selection criteria adopted, together with the research items investigated, ensured a generic framework for our research. Eight crucial areas were identified based on a synthesis of ‘lean’ literature for assessing and measuring the degree of lean implementation within existing manufacturing systems: value concept and customers, value stream mapping (VSM), pull/kanban and flow, waste elimination, productive maintenance, just-in-time (JIT), employee involvement and the development of excellent suppliers (lean suppliers). Variables were constructed within these areas using Likert scales, and statistical validity and reliability analyses. For example, when measuring the developments of excellent suppliers the focus should be on three variables: on time deliveries, supplier relationships, and a skilled and loyal supplier. The results show that the developed variables can be important both for understanding ‘lean’ and measuring the degree of lean implementation within existing manufacturing systems.